Annual Report 2017–18

Darebin City Council

A greener, bolder, more connected city

ANNUAL REPORT 2017–18

1. WELCOME ...... 2 2. INTRODUCTION ...... 6 3. THE YEAR IN REVIEW ...... 13 4. OUR CITY ...... 30 5. OUR PEOPLE ...... 45 6. OUR PERFORMANCE ...... 60 7. GOVERNANCE AND CORPORATE INFORMATION ...... 118 8. ANNUAL FINANCIAL REPORT AND PERFORMANCE STATEMENT ...... 165

1. WELCOME

We are pleased to present the Darebin City Council Annual Report 2017–18. It provides comprehensive information on how we served our community and performed against the 2017–18 budget and the goals of our Council Plan 2017–21.

A plan for a changing world

Darebin’s Council Plan 2017–21 focuses on a new direction to address the critical challenges affecting our community. These include climate change, unprecedented population growth, growing inequality, new technology and reduced funding.

The plan’s goals are:  Goal 1: A sustainable city  Goal 2: Opportunities to live well  Goal 3: A liveable city  Goal 4: A strong economy  Goal 5: Involving our diverse communities  Goal 6: A well-governed council

This is the first year of reporting against the Council Plan 2017–21. More information about the plan and the Council Plan Action Plan 2017–18 can be found on the website at: www.darebin.vic.gov.au/CouncilPlan.

A greener, bolder, more connected city

The vision of the Council Plan 2017–21 – A greener, bolder, more connected city – is the theme for our 2017–18 annual report. To achieve this vision, we are working to: increase our use of renewable energy; find ways to reduce energy consumption; create more open space, and an urban forest; be courageous in shaping our city; and ensure our community is better connected to each other through better public transport, infrastructure, open space, and safer public areas. We are committed to creating a city where our citizens can thrive and feel welcome.

This year we ran an online competition asking community members to contribute photographs of Darebin linked to one of the ideas in our vision to becoming a greener, bolder more connected city. Entries were submitted via Facebook, Instagram and Twitter under our #discoverdarebin hashtag. The winning photographs are included throughout this annual report. The competition was a fantastic way to interact and engage with our local community and others who visit, work or study in Darebin. Thank you to everyone in our community who submitted photos and showed passion for our city.

Our mission

To preserve and improve the physical, social, environmental, cultural and economic health of all our neighbourhoods, and ensure quality of life for current and future generations.

2 2017–18 Highlights from the first year of our Council Plan 2017–21

HIGHLIGHTS RESULTS LOOKING AHEAD TO 2018–19 GOAL 1 • A trial to divert food waste from landfill was % of bins collected on • Install more than 4,000 kilowatts of solar panels on A sustainable city conducted, with approximately 1,000 Kingsbury the scheduled day 1,000 homes and businesses. (pages 65–72) residents placing food waste in green bins. • Finalise a model for a city-wide food waste recycling • Darebin’s Climate Emergency Darebin Advisory Target: >99% service and explore lowest-carbon options for food Committee was established and has commenced. Result: 99.9%  waste. • Council introduced its Single-Use Plastic Free Events • Plant 2,400 more trees and 5,000 indigenous plants Policy for events held by Council and at our sites. Reduce waste from landfill across Darebin. by annually by one kilogram per person

Target: >1 kg reduction Result: 12.6 kg  GOAL 2 • The Hub, a bold and bright purpose-built centre that % of • Continue transitioning our youth program to a skills- Opportunities to live well delivers a co-located service in partnership with community based approach through partnership programs with Council’s Youth Services and Northland Shopping satisfied with our Aged Northland Shopping Centre. (pages 78–83) Centre, opened in April 2018. Care services • Finish construction of the Changing Places toilet • Darebin’s Young Citizen Jury identified seven priority in Gower Street, Preston and complete designs

initiatives they want to work with Council to Target: >85% for three others in Thornbury, Reservoir and implement. These include life skills, homelessness, Result: 86%  Northcote. mental health, social connection, employment, • Progress the Aged Friendly Darebin review. training and education. % of under five-year olds fully immunised

Target: >95% Result: 95% 

HIGHLIGHTS RESULTS LOOKING AHEAD TO 2018–19 GOAL 3 • Darebin’s inaugural Creative and Cultural % of community satisfied • Complete the review of the Planning Scheme. A liveable city Infrastructure Framework, adopted by Council with our maintenance of • Consult the community on a vision to guide future. (pages 84–89) in March 2018, will ensure consideration of parks, reserves and open development in the Central Preston precinct creative spaces in new buildings. spaces • Complete the restoration of the FIDO public • We delivered road safety projects along four artwork in Fairfield. streets and reduced speed limits to 40kmh in Target: >85% • Complete 12 street art murals to minimise graffiti three residential precincts. This, along with Result: 88%  occurring at hot spot locations. tree planting, is creating more attractive places to support cycling and walking. % of community satisfied with public arts and infrastructure

Target: >85% Result: 96%  GOAL 4 • In partnership with NORTH Link, we established Increase the number of • Support businesses operating in Council facilities A strong economy Melbourne's North Food Group and hosted an Expo vacant shops re-activated at the Melbourne Innovation Centre in Alphington (pages 90–93) showcasing products for a Chinese delegation. and the old police station at Northcote. • Ten local businesses participated in the Darebin Export Result: 6  • Encourage businesses to take up apprenticeships Program. and other employment programs available • Three vacant shops were leased by art businesses. Increase number of local Seventeen new business meetings were conducted with through State and Federal Government funding. businesses real estate agents and 28 with businesses wanting to • Reinvigorate the Darebin Arts Centre as a centre (11,396 in 2016–17) lease vacant shops. for arts and innovation.

Result: 2017–18 12,123 

HIGHLIGHTS RESULTS LOOKING AHEAD GOAL 5 • We welcomed the Australian Electoral Commission’s % of community satisfied • Construct two disabled parking spaces near activity Involving our decision to rename the Federal Electorate Division of with Council decisions centres and schools and finalise designs for a diverse Batman to Cooper following strong advocacy by further five. community Darebin City Council and the Wurundjeri Land Target: >80% Result: • Provide a 12-week arts development mentoring (pages 94–97) Council. 83%  program for young people from disadvantaged • Planning for Penders Park (Thornbury) and Mayer backgrounds. Park (Northcote) masterplans was handed over to Reduce gambling losses per • Partner with the Brotherhood of St Laurence on an community-led project groups. day employment support program for asylum seekers • A draft multicultural communication action plan was and refugees. developed based on findings from Council research Target: <$230,000/day • Introduce an Electronic Gaming Machine Policy. undertaken in 2017. Result: $225,000 

GOAL 6 • We achieved a budget surplus of $11.87 million and % of Council • Conduct an extensive five-yearly household survey A well-governed Council continued to provide high-quality services, despite decisions made at meetings to better understand and reflect community needs. (pages 105-108) the challenges created by a cap on Council rates closed to the public • Finalise the IT Strategy and Digital First plan increases and greater demands on services arising 2016–17: 6.37% to support Council’s commitment to the use of from population growth and demographic changes. innovative IT technologies to improve customer

• Capital Works carry forwards for 2017–18 were service and use of ‘smart city’ innovations. Result 2017–18: 4.11%  $7,428,716 compared to $ 12,680,238 for 2016–17. This was a decrease in carry forwards of $5,251,522 % of community demonstrating sound financial management and satisfied with our improved project delivery. communication

2016–17: 77% Result 2017–18: 84% 

For more details about our performance in 2017–18, go to page 60. You can read the Council Plan on our website www.darebin.vic.gov.au/CouncilPlan

5 2. INTRODUCTION

Contents The purpose of the annual report Charter of good governance Our values Acknowledgements Our services Our stakeholders

The purpose of the annual report

The Annual Report 2017–18 reviews our strategic, operational and financial performance for the financial year 1 July 2017 to 30 June 2018. It is an important document that tells our community how we performed and whether we did what we promised. This report compares our highlights and achievements with our strategic objectives and the goals set out in our Council Plan 2017–21 (darebin.vic.gov.au/CouncilPlan)It also meets legislative and compliance reporting requirements.

The year in review (page 13) provides a general overview of our operations throughout 2017– 18. It includes messages from our Mayor and the Chief Executive Officer, a financial summary for 2017–18, and information about our services, achievements, sustainability and events.

Our city (page 30) has information about the City of Darebin, introduces our Councillors and explains how local government works.

Our people (page 45) tells the story of our organisation and the people who lead it. It also provides a snapshot of our employees and workplace culture, and acknowledgement of the work done by our much-appreciated volunteers.

Our performance (page 60) sets out how we performed against the major initiatives in our Budget 2017–18 and the goals stated in our Council Plan 2017–21. You can also read about the technology we are using, our diversity, our environmental focus, advocacy efforts and the different ways we interacted with our community.

Governance and corporate information (page 118) provides information about our governing processes, Council meetings, Council committees, privacy and information required by the Victorian Government.

Annual financial report and performance statement (page 165) contains the audited performance and financial statements that we are required by law to provide.

The City of Darebin Annual Report 2017–18 was prepared in accordance with all the statutory requirements of the Local Government Act 1989 and its associated regulations.

6 Charter of good governance

Darebin’s Charter of Good Governance tells the community what it can expect from us in the way we govern the city.

The charter outlines six principles of good governance central to the way we do business. The principles (outlined below) are embedded in the culture of our organisation and are evident within all the services and leadership we provide to our community.

Transparency Information relating to Council decisions and actions is freely available, easily understood and accessible, especially to those who are most affected by such decisions, and is respectful of privacy principles.

Accountability Council takes responsibility for the outcomes of the decisions it makes and actions it takes.

Equity and inclusion Council’s actions and decision‐making are proactively responsive to and inclusive of Darebin’s diverse community needs and aspirations. Council’s services and resources are equitably distributed and accessed by those who need them the most.

Effectiveness and efficiency Council plans and delivers services that achieve their intended outcomes, are sustainable and make the most of available resources.

Community engagement Council meaningfully involves the community in its decision‐making processes and in shaping the future vision and aspirations of the city.

Ethical decision making Decisions made by Council are based on clearly defined rules and regulations, with consideration of community impact and feedback and in the best interest of the Darebin community.

7 Our values

Our values provide a framework for our culture. They motivate us, create an understanding of acceptable behaviour and have become the standards against which we assess ourselves, our actions and our performance.

Collaboration Working together to improve partnerships and services across Council and for the community

Accountability Taking responsibility for our actions when carrying out our duties for Council, consistently providing efficient and effective services and protecting public resources

Respect Through open communication, we take care of our peers, our community, assets and the environment

Integrity We act consistently, fairly and do what we say we will do

Acknowledgements

Aboriginal and Torres Strait Islander people Darebin City Council acknowledges the Wurundjeri people as the Traditional Owners and custodians of the land we now call Darebin and pays respect to their Elders, past, present and future. Council also pays respect to all other Aboriginal and Torres Strait Islander communities in Darebin. Council recognises and pays tribute to the diverse culture, resilience and heritage of Aboriginal and Torres Strait Islander people. We acknowledge the leadership of Aboriginal and Torres Strait communities and the right to self‐determination in the spirit of mutual understanding and respect.

Darebin’s Diversity Statement The City of Darebin is home to people of diverse races, ethnicities, faiths and beliefs, abilities, talents and aspirations, sexualities, sex and gender identities, ages, occupations, incomes and lifestyles. Darebin City Council acknowledges the history and contributions of the various communities, migrants and refugees who have settled in the municipality and made it their home. Their endeavours have enriched the economic, social, cultural, artistic, community and civic character of the city and created a cosmopolitan locality where variety and difference are welcomed and encouraged.

8 For the whole community Our services • Pet registration • Building and planning permits For families • Libraries • Maternal and Child Health services • Parks, gardens and play • Street lighting and signage equipment • Parent education sessions • Local law enforcement • Kindergarten and child care • Parking permits registration systems for community • Information about pests and pollution managed services • Arts events, exhibitions, performances, • Immunisation festivals and cultural programs • Youth engagement programs • Art and Heritage including Council’s indoor • Family Services and outdoor art works • Playgroups and Toy Library • School crossing supervisors • Publications including Darebin

Community News For older people and people with • Raise awareness of gender equity disabilities and violence against women • Assessment for aged and disability • Actively engage with newly services social support groups arrived populations, migrants • Domestic assistance and refugees • Personal care • Community safety and crime • Flexible respite prevention programs • Delivered meals (meals on wheels) • Support sustainable food • Community transport and environment • Home maintenance initiatives • Funding and support of older adults, • Graffiti removal and prevention groups and clubs • Encourage and provide increased • Access to senior citizen facilities opportunities for sustainable • Information, advocacy and support of transport individuals and groups in relation to • Sporting facilities aged and disability programs • Collection of waste and recycling • Older person housing sponsorship • Citizenship ceremonies program • Maintainance of local amenities and facilities

• Education and leadership on

environmental sustainability For businesses • Provide training and education to • Food and health business encourage more local businesses and registrations and regulation jobs • Business support and education • Road and footpath maintenance • Business permits • Leisure facilities • Networking opportunities

• Food safety regulation programs • Tobacco control

Our stakeholders

Darebin Council has a diverse range of stakeholders and interest groups who are all important in helping to shape our City and ensuring our services meet the needs of our community. We work hard to understand the different needs of each group. This is done by connecting with each group, listening to their issues and needs, and reporting back to them.

Some examples of Darebin Council listening to and working with our stakeholders during 2017–18 are: • Collaborated with the community on the masterplan for Thornbury’s Pender’s Park through the Pender’s Park Community Reference Group who will oversee the consultation on the development of the park. • Listened to the concerns of the Wurundjeri Council who wanted to have the Federal Electoral Division of Batman renamed. We engaged with the local community and consulted with the City of Yarra prior to lodging a successful joint submission to the Australian Electoral Commission.

Other examples can be found throughout this annual report and in the Consultation and Engagement Summary on page 111.

Stakeholders They are important to us because they… We are important to them because we… We engage with this group via… Community • Connect us with our community • Provide support and resources • Advisory committees and reference groups groups and • Encourage community participation • Develop services, strategies, policies and • Workshops volunteers • Help with planning and advocacy programs in response to advice Build social • Community meetings, forums inclusion and environmental sustainability • Contribute to the development of • Face‐to‐face meetings • Improve the wellbeing of Darebin residents strategies, policies and programs • Online Government – • Provide resources, guidance, legislation • Provide local services • Formal legislative reporting State, Federal and and regulations • Drive local economic growth • Partnerships other councils • Support, partnerships, networks, and • Reduce unemployment • Meetings economies of scale • Create networks • Briefings • Stimulate tourism • Networking events • Provide local data and information • Correspondence

10 Stakeholders They are important to us because they… We are important to them because we… We engage with this group via… Ratepayers • Provide funding for local services and • Provide services and infrastructure • Rates notices infrastructure • Encourage local economic growth • Community forums • Give feedback about local issues • Consult widely to find out what is most • Publications, including annual report • Guide our values important to them • Website • Use the services we provide • Mail outs • Consultation sessions/ meetings • Customer service centres • Telephone Residents • Give feedback about local services and • Provide services, infrastructure, leadership • Council meetings infrastructure and representation • Forums / consultation sessions • Guide our values • Encourage local economic growth and links to • Community surveys, door-to-door • Use the services we provide; local jobs interviews • Tell us which issues are most important • Welcome and encourage diversity • Website to them • Publications, including annual report • Social media • Mail‐outs • Customer service centres Local businesses • Invigorate the local economy and create • Support job creation • Our Economic Development Unit and Health jobs • Encourage new businesses Teams • Run development and education sessions Host • Our business incubator- Melbourne networking events Innovation Centre • Issue permits • Trade associations • Consultation sessions • Networking events • Surveys and Face‐to‐face meetings Visitors to Darebin • Invigorate local economy by visiting, • Provide good quality products, services • Events, publications, our website and social shopping and studying in Darebin • and facilities media channels

11 Stakeholders They are important to us because they… We are important to them because we… We engage with this group via… Suppliers • Provide goods and services • Purchase their goods and services • Contract management, face‐to‐face visits, public notices, networking groups, and our online tender and quotation process Media • Help us communicate with our • Provide local data and information • Press releases, briefings, interviews, social community and raise awareness of media, Council meetings and briefings with services, facilities and events Cultural and Linguistically Diverse media

Customers • Use our services and facilities and • Provide services and facilities and host events • Customer surveys, face‐to‐face customer provide feedback for improvement service, our website, publications, and • our telephone call centre Partners • Share their knowledge, innovation, • Provide leadership; share knowledge, • Networking, meetings, and contract experience and resources and allow for innovation, experience and resources; management economies of scale • and create local jobs Employees and • Bring experience and knowledge to the • Provide a challenging and rewarding work • Newsletters, staff intranet, email, meetings, their organisation and are crucial to our environment, training, career surveys, performance reviews, events, and representatives delivery of services and • progression, equal opportunity employment meetings with union representatives and work/life balance.

12 3. THE YEAR IN REVIEW

Contents Message from the Mayor Message from the Chief Executive Officer A summary of how we spent your rates in 2017–18 2017–18 financial summary Capital works Sustainability Calendar of events Awards

Message from the Mayor

I am pleased to welcome you to Darebin’s 2017–18 Annual Report.

Darebin Council is very clear in our aspirations for a greener more connected city. We are deeply committed to strengthening our community and showing leadership for the more than 150,000 people from 148 countries who call Darebin home. We have worked hard over the last 12 months to address the critical issues affecting our community including the climate emergency, unprecendented growth and change and the growing equality.

We have done a lot of great work this year, particularly on re-imagining the organisation to meet the challenges presented by our growing and diverse population which is expected to increase by more than 50 per cent over the next two decades.

It is the first year of reporting against the four-year Council Plan 2017–21, which was developed specifically to address Darebin’s population growth, changing economy, growing inequality as well as the climate emergency. The challenges are great but so are the opportunities.

It has also been the first year working with our Chief Executive Officer, Sue Wilkinson who commenced on 18 September 2017. Sue’s role is to drive the delivery of the Council Plan over the next four years as well as ensuring that our service to you, our community, are accessible and meet your needs. See page 16 for more details.

The Vision for the Council Plan is ‘A greener, bolder and more connected city’. I’d like to reflect on how we demonstrated that during the year, and to mention some inspired decisions made by your nine councillors.

Climate emergency

In August 2017, Darebin became the first Council in the world to adopt a Climate Emergency Plan, following community consultation. We continued throughout the year to call on the State and Federal Governments to declare a climate emergency and to back this up with urgent action and legislated programs. Darebin has been a local government leader in addressing climate change, and you will see some of this work in this annual report. 13

I am looking forward to opening our Climate Emergency Darebin Conference in September 2018 and welcoming people from all levels of government to come together to find ways of addressing the climate emergency.

We have made excellent progress during the year towards doubling our use of solar power across the city. Almost 500 households signed up for Darebin’s Solar Saver program which covers the upfront costs for households and allows them to pay us back in small amounts over 10 years. You can read about these and many other climate-friendly projects under our report against Goal 1 on page 65 and also in our Environmental Report on page 73.

Standing up for our community

This is where the ‘bolder’ in our Vision comes into play. We are known as being a courageous Council in speaking up for our diverse community.

Council stood beside the residents of the Walker Street Housing Estate to advocate to the State Government to improve the quality and quantity of public housing.

In August 2017, Councillors voted to support the celebration of Australia’s national identity, but not on 26 January. This was done out of respect for local Aboriginal and Torres Strait Islander peoples, who have told us they experience sadness, pain and disconnection on this date which for them marks the beginning of invasion and dispossession. We also resolved to support the broader movement to change the date for celebrating Australia Day.

In June 2018, Council welcomed the Australian Electoral Commission’s (AEC) recent decision to rename the Federal Electorate Division of Batman to Cooper, in recognition of distinguished Aboriginal community leader and activist William Cooper (1860-1941).

Coming after many years of community discussion and campaigning - which included a joint submission to the AEC by Darebin Council, the Wurundjeri Land and Compensation Cultural Heritage Council Aboriginal Corporation and Yarra Council, which proposed that the electorate be renamed to honour another visionary leader Simon Wonga (1821–1874) - the renaming is a milestone in respectful recognition of Aboriginal people and reconciliation with our nation’s shared history.

Councillors were united on marriage equality when they voted in August 2017 against the postal survey, preferring a free vote in Parliament. We were concerned about the impacts the debate would have on our residents over the long four-month survey period. We resolved to provide free access to Council meeting rooms and spaces for wellbeing gatherings and activities throughout those four months. Despite this difficult time, Darebin welcomed and celebrated the announcement on 17 November 2017 of a resounding YES win in the Marriage Law Postal Survey.

Thinking big

We have achieved some big results during the year, including the start of two multi-year sport and recreation projects.

14 On 12 June 2018, Council approved the proposal to construct four outdoor courts as part of the $50 million Multi-Sport Stadium development at John Cain Reserve in Thornbury. Planning for the redevelopment of the Northcote Aquatic and Recreation Centre continues and key decisions are expected to be made in 2018-19.

Council’s commitment to ensuring that the Preston Market, the heart of our city, not only remains but thrives was clearly demonstrated in its work in partnership with the Victorian Planning Authority to undertake the review of the planning controls and future opportunities for the Preston Market site. Phase one of the community engagement was completed in April 2018 and we would like to thank community members for their valuable feedback and participation.

This year also saw our largest ever investment - about $5 million in the first year– spent on dramatically improving walking and cycling across Darebin. This money was spent across strategy, infrastructure and education, all areas essential for Council to achieve the dramatic results we are seeking. You can read more about this under our report against Goal 1 on page 65 and also in our Environment Report on page 73.

The year ahead

In the year ahead, my fellow councillors and I are looking forward to: • using the results of the food waste to landfill pilot conducted in Kingsbury this year to inform new, bold approaches to waste management across our city. • completing the detailed design for the Multi-Sport Stadium in Thornbury. • responding to the outcomes of the Age Friendly Darebin review. • working to achieve a positive announcement from the Level Crossing Removal Authority. Council is able to demonstrate a compelling case to expand the the State Government’s Rail Crossing Removal Project in Darebin to include 4 crossings in Preston using an elevated rail solution. • seeing better customer service options for our residents through the development and implementation of Darebin’s Digital First plan.

Thank you

Once again, I would like to thank our Chief Executive Officer Sue Wilkinson for the new energy and culture she has brought to Darebin. I also thank the staff at Darebin for their patience during the restructure and for the work they have done so diligently during the year.

Importantly, I thank the community for their considered input and involvement in the work we do to support them.

It has been a pleasure and a privilege to serve Darebin as Mayor.

Kim Le Cerf MAYOR

15 Message from the Chief Executive Officer

It has been a privilege to lead the organisation over the last 12 months. It’s been a huge year. Within weeks of starting in the role, I undertook a comprehensive organisational review to inform the establishment of a new, contemporary business structure that makes sense, supports delivery and encourages greater integration between services.

This new structure led to the appointment of an incredible new group of leaders to the organisation. I believe Council and the community are well served by these outstanding individuals and I am proud to stand beside them and my hard working staff as we strive to deliver for the future of the City.

Darebin is changing as we continue to grow. And that growth brings both great opportunity and great challenges. Our local economy has strengthened and we are seeing a new vibrancy across the City. At the same time, we have become a highly sought after place to live and work meaning that balancing development pressures, housing affordability, and our efforts to respond to the demands of climate change and growing inequality are more important than ever.

Looking back over 2017-18 I am thrilled to report on an action packed year and strong progress towards achieving the goals set out in the Council Plan. Just a few of our notable achievements include: • The adoption of the Single-Use Plastic Free Events Policy which put us at the forefront of changing community attitudes and behaviours with single use plastics. • The establishment of Climate Emergency Darebin made up of a wide range of leading thinkers and community representatives. • We planted an additional 1100 trees in parks, streets and bushland areas, bringing the total number to about 3000. • The launch of the online Kindergarten and Child Care Parent Portal to make it easier for parents and carers to enrol their children. • The Darebin 'Pitch IT' program, which gave local students entrepreneurs and businesses the space to pitch their innovative ideas • The Darebin SPEAK project provided young people who experience discrimination and racism with a platform to raise their concerns and increase their sense of belonging. • Our highly successful Transgender Swim Night at the Reservoir pool.

Our commitment to delivery is complimented by promoting Accountability - a key area of focus for the organisation over the last year. It was pleasing to publish a quarterly “report card” outlining our progress on each separate action included in the Council Plan-Action Plan 2017-18.

Looking forward, we are now well situated to deliver the Council Plan and Council’s vision for a greener, bolder, more connected City.

Sue Wilkinson Chief Executive Officer

16 A summary of how we spent your rates in 2017–18

Each year your rates go towards providing important services, programs and infrastructure for the benefit of our growing and diverse community. In 2017–18, our $160.69 million expenditure enabled us to deliver more than 100 services, along with capital works and special projects. We always strive to strike a balance between services costs, quality and value to our ratepayers, working within the Victorian Government’s rate cap.

Each $100 of Council expenditure was allocated to: $27.57 Capital works $10.79 Aged services $10.16 Waste management $8.60 Parks and gardens $8.34 Environment and amenity $7.79 Arts and leisure $7.09 Building and asset maintenance $6.08 Family services $6.01 Planning and development $4.47 Libraries $3.10 Road maintenance

17 2017–18 financial summary

Darebin is a place where we work to ensure that the community’s present needs are met without compromising the needs of those in future generations. Our community expects and deserves an efficient and productive administration that can deliver excellent service and value for money. We must deliver the basics well and ensure that all of our diverse community has access to, and inclusion in, high quality and excellent services.

We must also demonstrate social inclusion, fairness and equity in the way revenue is raised and the way it is allocated to the services we deliver to the community and to the community infrastructure of which we are custodians.

In brief • $172.56 million revenue with 71 per cent coming from rates and charges • $160.69 million expenditure with 50 per cent attributable to employee costs and 31 per cent for materials and services • $11.87 million surplus • $1.52 billion net assets, comprising community facilities and infrastructure • $85.77 million holdings of cash and other financial assets, $10.89 million more than last year

Sources of revenue 2017-18

73% Rates & charges 71%

11% Grants 11%

12% User fees & fines 12%

5% Other income 6%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Budget Actual

Operating result

The operating result is a key figure to assess Council’s financial performance. It is calculated by deducting the total expenses for the year from total revenues. While Council is a not-for-profit organisation, it should nonetheless generate a surplus to ensure future financial sustainability.

18 Net operating result ($ million)

25 21.63 20.06 20

15 13.55 11.87

5.52 5

0 2013/14 2014/15 2015/16 2016/17 2017/18

For the year ended 30 June 2018, Council achieved an operating surplus of $11.87 million, which was a $9.76 million decrease from the 2016-17 result. The main items contributing to this movement between years include increased rate revenue of $3.84 million, decreased operating grant funding of $2.28 million, increased employee related costs of $3.05 million and increased materials and services costs of $5.28 million. The increase in materials and services costs is mainly due to higher than anticipated major maintenance expenditure originally anticipated as capital works.

The Strategic Resource Plan, which expresses the strategic objectives, plans and strategies in financial terms, was adopted by Council in June 2018 and shows surpluses will continue to be achieved in all years over the period 2018–19 to 2021-22 while maintaining existing service delivery. These surpluses are critical as they are the primary source of funding for the renewal, replacement and upgrade of community infrastructure through Council’s capital works program that will average $57.42 million per annum over the four years to 30 June 2022.

Capital works

The delivery of the capital works program is an essential part of Council’s stewardship role in managing the assets required to provide services to the community. A capital works program is essential to effectively manage our infrastructure assets and to maintain community access to services and facilities.

The Statement of Capital Works details the $32.81 million of capital works expenditure across Darebin for 2017–18. This includes $22.89 million on asset renewal, $3.61 million on asset upgrade, $0.54 million on asset expansion, and $5.76 million on new assets.

19 Capital works ($ million)

35 32.81 31.43 30 24.64 25 21.44 20

0 2014/15 2015/16 2016/17 2017/18

Cash flow

Cash and cash equivalents has decreased by $3.56 million to $43.48 million. The main movements during the year were a cash inflow from operating activities of $40.66 million, offset by a cash outflow from investing activities of $44.22 million from investing activities. Council continues to hold an appropriate level of cash to ensure liquidity. Council undertook no borrowings during the 2017–18 year and had no outstanding borrowings at 30 June 2018.

Financial Stewardship

As part of the annual reporting process, Council’s key officers were required to complete a detailed questionnaire validating financial data and providing an opportunity to flag impaired assets, contingent liabilities and other relevant items. This process increases accountability across the organisation and provides strong financial stewardship.

Our future

It is important that the results in this report for 2017–18 are looked at in the context of the long term financial strategic objectives reflected in the Council Plan 2017–21 and articulated in the Strategic Resource Plan.

20 • We will continue to focus on renewing community assets such as roads, footpaths, open space and buildings to ensure they are maintained at an appropriate standard to meet required service levels. • We will ensure that Council delivers ongoing underlying surpluses that allow the funding of ongoing service delivery to the community, the timely renewal of community assets, and new community assets. • We will ensure Council holds sufficient cash and other assets to meet payment obligations to suppliers and employees as they fall due.

Council has forecast rate increases at 2.25 percent for 2018–19 and 2.15 percent for 2019–20, 2020–21 and 2021–22.

We will need to continue the essential conversation with our community on how our Council Plan, the related services and infrastructure development, may best be delivered and funded in a rate- capping environment.

Darebin is one of the most financially sustainable councils in Victoria, yet we are also heavily dependent on rate revenue to deliver our services. The introduction of rate capping has had a significant impact on our Strategic Resource Plan and Long-Term Financial Plan.

Our financial accounts were audited and have been issued an unqualified audit opinion (verified as being in accordance with the performance reporting requirements of Part 6 of the Local Government Act 1989) by the Victorian Auditor-General. Refer to page 165 for the full Financial Report, including Auditor-General Reports.

Council’s careful financial strategies and balanced long-term planning enabled Council to limit the rate rise in 2017–18 to 2.0 per cent.

21 Capital works 2017–18

Overall Performance

14%

Completed or Closed [86%]

Carry Forward (Approved) [14%] 86%

Darebin City Council committed $47.3 million to its 2017–18 capital works program of 163 projects. As at 30 June 2018, 140 (86 per cent) of these projects have been completed or closed, at an actual expenditure of $32.8 million. This is consistent with the average annual spend of $31 million for the previous five years. The remaining 23 projects (14 per cent) are being carried over to be delivered in the 2018–19 financial year.

For 2017–18, capital works carry-forwards totalled $7,428,716, compared to $12,680,238 for 2016–17. This was a decrease in carry forwards of $5,251,522 (approximately 40%). This result is an indication of our improving project management practices and our efforts to ensure that Council delivers on its commitments to the community.

Darebin’s capital works program continued Council’s strong investment in new and renewed infrastructure during the first year of the four-year Council Plan 2017–21. Capital expenditure for 2017–18 included $22.89 million on asset renewal, $4.15 million on asset upgrades and expansion works, and $5.76 million on new assets. Some of these projects are being delivered over several financial years.

Highlights of completed projects

Works Actual expenditure Inner City netball courts construction – Moore Park, Donath Reserve and $1,700,229 Northcote High School Footpath Programs – Renewal and Disability Access $2,387,240 Reservoir Streetscape Masterplan Implementation $422,184 DISC Synthetic Soccer Pitch $ 2,510,071 DISC Cycling Infield Barrier and Safety $482,718

22 Works Actual expenditure Sports safety fencing $183,350 Sports-fields Lighting Program – Pitcher Park and Bundoora Park $553,876 Play-space Upgrade Program $818,710 Traffic Management – Road Safety $1,248,862 Portable classroom building $664,674 Pedestrian Stairway Renewal – Mt Pleasant Road to Willow Street, $207,378 Preston Road rehabilitation and resurfacing programs $2,749,284 Retail activity centre streetscape upgrades $199,301 Reservoir Leisure Centre Program $389,498

Highlights

Inner City Netball Courts Actual expenditure 2017–18: $1.7 million

Darebin Council and the State Government co-funded the construction of netball courts at the following three sites across Darebin: Moore Park, Reservoir (two new courts); Donath Reserve, Reservoir (three new courts) and Northcote High School (two new courts). The courts are part of the government’s $9.6 million Inner City Netball Program to build 64 competition-compliant netball courts in inner-Melbourne, particularly to facilitate the needs of increased participation by girls and women in sport.

Footpath Program – Renewal and Disability Access Actual expenditure 2017–18: $2.39 million

The renewal project replaced 7,500 metres of footpath defects on the primary and secondary pedestrian network and increased funding for footpath maintenance to $1.7 million. The Disability Access Improvement project improved and enhanced pedestrian infrastructures where it was identified as highest priority and with the highest potential pedestrian use in Darebin. This was a response to an assessment completed in 2016 based on the Principal Pedestrian Network (PPN).

Reservoir Streetscape Masterplan Implementation Actual expenditure 2017–18: $422,184

Work earmarked for 2017–18 on the implementation of the Reservoir Streetscape Masterplan for Edwardes Street and Broadway Reservoir has been completed. This includes installation of street trees, signage, public art and artist’s concept for laneway design.

23 DISC Synthetic Soccer Pitch Actual expenditure 2017–18: $2.5 million

Three new synthetic soccer pitchers have been built for the State Soccer Centre at the John Cain Memorial Park in Thornbury. The synthetic surface has a longer life than the previous surface, which was removed and donated to local schools. The centre is managed by the Football Federation Victoria, which provides state-level competition facilities.

DISC Cycling Infield Barrier and Safety Actual expenditure 2017–18: $482,718

The Darebin International Sports Centre (DISC) is home of the State Cycling Centre, State Football Centre and State Lawn Bowls Centre. DISC features a 250-metre International Cycling Union– sanctioned indoor velodrome that caters for up to 1250 spectators. The original infield safety barrier at the velodrome is constructed with a steel pipe rail balustrade, which posed a significant safety risk to cyclists if they lose control and crash into the pipe rail barrier. To manage and reduce cyclist injury, risks and incidents, a continuous infield safety barrier was constructed around the infield circumference of the DISC velodrome.

Sports safety fencing Actual expenditure 2017–18: $183,350

New safety fencing was installed at Mayer Park in Thornbury to protect residential homes and at WH Robinson Reserve in Preston to protect the adjacent playground.

Sports-fields Lighting Program Actual expenditure 2017–18: $553,876

New LED sports field lighting was installed at Pitcher Park in Alphington and Bundoora Park, with the assistance of State Government grants. Pitcher Park is home to the Parkside Sports Club and more than 638 people across all sports clubs use this location. Bundoora Park is home to the Junior Football club and cricket club with more than 372 members. The new LED lighting system will allow the entire playing surface to be used safely for training and competition. LED lights provide a number of benefits, including higher efficiency, lower energy consumption, lower maintenance costs, and approximately 10 times the working life when compared to traditional floodlights.

Playspace Upgrade Program Actual expenditure 2017–18: $818,710

Play-space designs were completed during the year for Bundoora Park Urban Farm Snakes and Ladders Play-space, Bundoora Park Homestead Play-space, All Nations West, LW Williams Reserve in Preston, LE Cotchin Reserve in Reservoir, Gresswell Grange Reserve in Bundoora and a new natural playspace at the recently acquired Rona Street Reserve. These projects are ready for handover to a construction project manager early in the new financial year.

24 Upgrades have been completed for the BBQ shelter in Robinson & Capp Reserves in Preston, footpaths and upgrades in Reservoir, the Donath Reserve (Skate Park), Horton Reserve, Ludeman Reserve and Merrilands Community Centre.

Traffic management Actual expenditure 2017–18: $1.25 million

Four traffic management and safety projects were completed with two in Reservoir and one each in Thornbury and Northcote. In Reservoir, the roundabout at Massey Avenue and Broadhurst Avenue intersection was upgraded and road safety treatments were installed along McFadzean Avenue between Broadhurst Avenue and Hughes Parade. Mansfield Street between High Street and Victoria Road in Thornbury had speed humps and raised informal pedestrian crossing installed. The crossing at Alfred Nuttall Kindergarten was treated to reduce vehicle speeds and improve road safety in Northcote. Community engagement was undertaken for three area-based traffic safety projects, with one each in Thornbury, Northcote and Reservoir.

Portable classroom building, Merrilands Community Centre Actual expenditure 2017–18: $664,674

A portable classroom building was constructed near the Merrilands Community Centre to accommodate the Preston Reservoir Adult Community Education (PRACE), a neighbourhood house that meets the language, literacy and numeracy, vocational training and further education needs of the local community. PRACE previously operated out of a number of Council buildings. The new portable building has three community/class rooms, an office space and an amenities area, and will improve community outcomes for people, particularly in Reservoir.

Pedestrian Stairway Renewal – Mt Pleasant Road to Willow Street, Preston Actual expenditure 2017–18: $207,378

The existing pedestrian stairway between Mt. Pleasant Road and Willow Street was reported unsafe due to a reported slippage accident and was closed to the public. The project had to reconstruct and upgrade the stairs and paths to meet compliance requirements and made it safer for the general public.

25 Sustainability

A sustainable, good quality of life for current and future residents is the expected outcome of Darebin’s new Council Plan 2017–21.

Environmental sustainability

In our Council Plan 2017–21, we have made clear commitments that by 2021 our city will be more energy- and water-efficient, more dependent on sustainable transport, greener and less wasteful.

We have committed, among other things, to double the use of solar power from 18,000 to 36,000 kilowatts, reduce waste to landfill by one kilogram per person year-on-year, create a climate think tank to work across communities, increase car share bays from 20 to 100, advocate to the State Government on a number of public transport expansions and increase tree coverage on public land by 15 per cent (7,600 trees).

Our Environmental Report on page 73 details what we have achieved in the first year of the plan.

Social Sustainability

Several goals in the Council Plan 2017–21 address social sustainability, specifically the wellbeing of all residents and improving their access to transport and infrastructure, and the inclusion of diverse community members in our decision-making.

Goal 2 commits to improving the wellbeing of our people by 2021 and providing them with opportunities to live their lives well. This will be challenging, as Darebin is set to grow by more than 25 per cent (about 40,000 people) in the next 15 years. Go to page 78 to see more detail on Goal 2, ‘Opportunities to live well’.

We have put actions in place to ensure our health and social services meet the needs of our residents across their lifespan and that residents have more opportunities for social connection, participation, and lifelong learning.

Under Goal 3, we have committed to creating a liveable city with opportunities for people to live close to public transport, infrastructure, open space and safe public areas. Go to page 84 to see more detail on Goal 3, ‘A liveable city’.

In Goal 5, we recognise that diversity is our strength. Our community is made up of significant numbers of Aboriginal and Torres Strait Islander people, multicultural people, LGBTI people, disabled people and carers, and people on low incomes. We have promised to ensure that the ideas of diverse groups are included in our decision-making and that our services benefit all residents. Our actions over the four years to 2021 focus on social cohesion, combating discrimination, and working closely with our Advisory Committees. See page 132 for more information on the Advisory Committees. Visit our website – darebin.vic.gov.au/CouncilPlan – if you want more information on all the actions for 2017–18 and our progress against each. 26

Economic Sustainability

The 13,000 businesses in Darebin contribute $5.8 billion annually to the local economy. Goal 4 of our Council Plan 2017–21 is devoted to increasing Darebin’s economy. It supports and attracts a diversity of local businesses and industries, ensuring they thrive.

Under Goal 4, our actions for the four years of the Council Plan include providing assistance to businesses on employment and skills training opportunities, digital access and capability, export capability, environmental performance and attraction of visitors.

Darebin also advocates to the State Government, via our regional partnership NORTH Link, on job creation, clusters of excellence, infrastructure and many other projects that strengthen our economy. Through this partnership, Darebin hosted the inaugural food and beverage expo which showcased export-ready products from Melbourne’s north.

Go to page 90 to see more detail on Goal 4, ‘A strong economy’.

As well as a focus on the external economy, we manage our own financial sustainability. We applied sustainability principles to procurement, financial planning, and asset management, and implemented strategies and policies to ensure the organisation’s long‐term viability.

During 2017–18, Council achieved a surplus of $ 11.87 million, despite challenges created by the capping of rates revenue and greater demand for our services. Further information about the work we are doing to ensure financial sustainability is contained in our Financial Report on page 165.

A full list of our strategies is on our website www.darebin.vic.gov.au/Strategies.

Cultural Sustainability

The United Cities of Local Government has identified Culture as being one of four pillars that are vital to urban life. In fact, in our recent Community Survey, 85% of residents report that public spaces, art works and cultural infrastructure ‘make me feel happy to live in Darebin’. There is clearly a growing understanding of the benefit that culture, as well as the creative industries, make to the economic prosperity, community vibrancy and overall liveability of a place. ‘Creative Darebin’, the Council’s arts and culture strategy, establishes a clear mission to harness and cultivate these benefits.

In 2017–18, Council adopted the Creative and Cultural Infrastructure Framework which aims to provide a clear strategic direction on the delivery of creative and cultural infrastructure in the City of Darebin. Council has also adopted a refreshed vision and strategic approach for the Darebin Arts Centre that will result in greater activation with both artists and audiences.

Go to page 78 to see more detail on Goal 2, ‘Opportunities to Live Well’.

Calendar of events 2017 July August September October November December 7–13 NAIDOC* Week 2 Darebin Citizenship Ceremony Community Safety Month Darebin Seniors' Month 8 Darebin Citizenship Ceremony 6 Creative 3070 – Darebin Creative Industry Networking Series 12 La Trobe Ward Meeting – 6–13 Wurundjeri Week 7 Northern Business 12 Oct ‐ 22 Darebin Music 13 Mayor and Deputy Mayor 9 Carols in All Nations Park st Meet your local Councillors Achievement Awards Feast – 21 Anniversary elected at the Statutory Meeting reflecting Darebin’s Diverse Community 19 Digital Darebin Instagram 10 Fair Trade Festival Networking 17 National Citizenship Day and 16–22 – Week Without Violence 25 White Ribbon Day Masterclass Night – Social Enterprise Theme Darebin Citizenship Ceremony 24 Northern Multicultural Small 21 Rucker Ward Meeting – Meet 12–19 and 26 – Young Citizen 30 Young Citizen Jury meeting Business Awards your local Councillors Jury meetings

10 Cazaly Ward Meeting – Meet your local Councillors 26 Ganesh Festival 2018 January February March April May June 14 Midsumma Carnival 1–7 Interfaith World 8 International Women's Day 4 Creative 3072 – Darebin 9 Digital Darebin series 3 Mabo Day Harmony Week Creative Industry Workshop Networking Series 28 Midsumma Pride March 7 Creative 3071 – Darebin 15 National Close the Gap 12 Women in Business 10 Young Citizen Jury Meeting 6 Creative 3073 – Darebin Creative Industry Networking Day Creative Industry Network Series Series 13 Anniversary of Apology to 21 Harmony Day 19 Youth Hub at Northland Grand 12 East Preston Community 15 Eid al-Fitr Australia’s Indigenous People (International Day for the Opening Centre Open Day (Muslim celebration marking Elimination of Racial end of Ramadam) Discrimination) 1 and 15 Young Citizen Jury 23 Careers Day at 26 Young Citizen Jury 15 National Families Week 18 Refugee Week and Refugee meetings Darebin Meeting Event Day 25 Palm Sunday Walk for 26 Pitch IT Final 17 IDAHOBIT* 2018 21 Refugee Week Event Justice (in support of Refugees) 25 Darebin Community & Kite 24 Mayor’s Writing Award 7 and 21 Young Citizen Jury Festival Announcement meeting 1,15 and 29 Young Citizen 25 Homemade Food and Wine Jury meeting Festival Awards Night 26 Sorry Day & Reconciliation Week *NAIDOC originally stood for ‘National Aborigines and Islanders Day Observance Committee’. *IDAHOBIT – International Day Against Homophobia, Biphobia, and Transphobia.

28 Awards

Indigenous Trainee of the Year

Jemima Potter, a trainee supported by Darebin Council, was awarded Victorian Indigenous Trainee of the Year in May 2018 by the AGA (Apprenticeships Group Australia). Jemima was one of two Aboriginal and Torres Strait Islander trainees supported by us in completing a Certificate III in Business Administration. Both have been actively employed since transitioning to Council’s casual pool.

Four Green Room Awards for Darebin Arts Speakeasy

Darebin Arts Speakeasy delivered 10 seasons of new performance works at the Northcote Town Hall Arts Centre, where they employed more than 120 artists. Highlights included a sold-out season of Merciless Gods by Little Ones Theatre, which went on to win four Green Room Awards (Melbourne’s premier peer-presented performing arts industry awards) and to tour the Griffin Theatre in Sydney.

Paul Jerome Award

Darebin’s Chief Executive Officer Sue Wilkinson was the recipient of the 2017 Paul Jerome Award from the Victorian Planning and Environmental Law Association. This award, instituted in 2005 in memory of the Association’s Board Member Paul Jerome, recognises outstanding contribution to public service and the planning industry in the State of Victoria.

2016–17 Annual Report Gold Award

The City of Darebin Annual Report 2016–17 won a Gold Award in the internationally recognised Australasian Reporting Awards (ARA).

Excellence in Asset Management

In May 2018, Darebin City Council was awarded the Institute of Public Works Engineering Australasia (IPWEA) 2018 Award for Excellence in Asset Management for its GIS/Asset system Live Integration Project. The project involved establishing a live link between the GIS system and the Asset Management System for use on mobile tablet devices in the field. This innovation provided increased productivity, as well as significant savings in time and resources.

29 4. OUR CITY

Contents About Darebin City Council Our residents – who we are Our Council Darebin ward map Our councillors Council meetings

About Darebin

The City of Darebin is situated between five and 15 kilometres north of Melbourne’s central business district and has been home to the Wurundjeri people for many thousands of years. It covers 53-square-kilometres of land, which stretches from Melbourne’s inner northern suburbs of Northcote and Fairfield, and out to Reservoir and Bundoora.

The city’s population is 158,553 (2017 Australian Bureau of Statistics Estimated Resident Population) and this number is expected to increase to 230,118 by 2041. We have 64,773 residential properties, 4,681 business properties and 544 mixed used properties.

Darebin City Council owns, controls, manages or maintains 509 kilometres of roads, 78.5 kilometres of rights-of-way, 30.6 kilometres of shared paths, 1,035 kilometres of footpaths, 333 buildings, 13 road bridges, 51 foot bridges, 30 gross pollutant traps (structures that trap solid waste such as litter), 23,370 stormwater pits, 614 kilometres of stormwater pipe drains and 930 hectares of open space (including parks and gardens).

We are home to one of the largest, most diverse communities in Victoria in terms of culture, language, religion, socio‐economic background, employment status, occupation and housing need.

There were 48,842 people living in the City of Darebin in 2016 who were born overseas, and 25 per cent arrived in Australia in the five years prior to 2016.

https://profile.id.com.au/darebin/overseas-arrivals

Our largest industries include education and training, retail, manufacturing, health care and social assistance.

While the social and economic prosperity of Darebin is changing and more residents are earning higher incomes, there are many people in Darebin who experience disadvantage. The Socio- Economic Index for Area (SEIFA) Disadvantage score ranks areas based on a collection of indicators that contribute to disadvantage (e.g. unemployment, income, etc.). In 2016, Darebin’s SEIFA Disadvantage score was 1,004, with Greater Melbourne at 1,018 and Victoria at 1,010, indicating that Darebin was relatively disadvantaged compared to Greater Melbourne and Victoria.

In March 2018, Darebin’s unemployment rate was 6.25 per cent, which was higher than the Greater Melbourne figure of 5.97 per cent and the Victorian figure of 5.3 per cent.

The 2014 Darebin Household Survey indicated that 5.8 per cent of respondents aged 16 years and over identified as bisexual, gay, lesbian or ‘other’ sexuality. This figure is likely to be higher due to under-reporting in the Lesbian, Gay, Bisexual, Transgender, Intersex and Queer (LGBTIQ) community.

Darebin has one of the largest populations of Aboriginal and Torres Strait Islander residents of the 31 local government areas in metropolitan Melbourne. Our Aboriginal community is among the largest in Victoria, with 2.4 per cent of all Aboriginal and Torres Strait Islander Victorians living in the City of Darebin. This equates to 1,167 Aboriginal and Torres Strait Islander residents, who make up 0.8 per cent of our total population.

According to the 2014 Darebin Household Survey, one in five Darebin residents is affected by a disability of some kind, including physical disabilities and medical conditions, psychological and intellectual conditions, and learning disabilities. Of the residents with a disability, almost one‐ third require assistance. 31

This is just a snapshot of the diversity that exists within the City of Darebin. More detailed information can be found in our Diversity Report on page 98.

Further research and statistics can be found at www.darebin.vic.gov.au/Overview

32 Our residents - who we are

Place of birth

59% were born in Australia 33% were born overseas (main countries: Italy, China, India, Greece, United Kingdom, Vietnam, New Zealand and Lebanon) 8% not stated

Aboriginal or Torres Strait Islander

0.8% are Aboriginal or Torres Strait Islander (5% of all Aboriginal or Torres Strait Islander people in metropolitan Melbourne)

Languages spoken at home

59% English 7% Italian 6% Greek 4% Mandarin 3% Arabic 2% Vietnamese 19% other 138 languages in total

Religion

48% are Christian 35% have no religion 5% are Muslim 3% are Buddhist 3% are Hindu 37 religions in total

Households

64% live in families 28% live alone 8% live in group houses

Ages

16% are children 0–14 13% are young people 15–24 57% are 25‐64 14% are older (65+) 33

Income

$1420 median ($1539 Greater Melbourne) 38% have a personal income of less than $500 per week

Employment

70,306 (92.8%) were employed in 2016 Of those, 60% worked full-time and 38% part-time 5433 (7.2%) were unemployed (6.8% Greater Melbourne)

Tertiary qualifications

40,282 (32.7%) have a bachelor degree (27.5% Greater Melbourne)

Other facts of interest

24% take public transport to work (15% Greater Melbourne) 6% with a disability requiring assistance (4.9% Greater Melbourne) 4% are international students 6% are lesbian, gay, bisexual, transgender, intersex or queer2

Sources: 1. Australian Bureau of Statistics Census of Population and Housing 2016 2. City of Darebin 2014 Household Survey

34 Our Council

Government in Australia is made up of three levels: federal, state and local. Darebin is one of 79 local councils that, together, represent about six million people (2016 ABS) in Victoria. Local governments manage local issues and plan for the needs of their communities.

The Darebin City Council has nine democratically elected Councillors. As the locally elected representatives, they advocate for and represent residents and communities, and undertake tasks including approving the Council Plan and the Council Budget. They have a responsibility to manage the city’s assets, provide services and facilities, and ensure finances are allocated in the best interests of the whole community.

Councillors are bound by a Code of Conduct that outlines the legislative requirements and expectations of Councillors when representing their Council and in their dealings with the community, Council staff and each other.

The Councillors set Council’s direction by making decisions on key issues and policies. Council is responsible for making statutory decisions, adopting policy, advocacy, and the appointment of the Chief Executive Officer. Councillors work closely with the Chief Executive Officer to make important decisions and determine service priorities.

Each year the Councillors elect a Mayor. The Mayor chairs Council meetings and is Darebin’s representative at civic, business and government meetings and events.

35 Darebin map of wards

The City of Darebin includes the following suburbs: Alphington Bundoora Coburg Fairfield Kingsbury Macleod Northcote Preston Reservoir Thornbury

36 Our Councillors

Rucker Ward

Cr Kim Le Cerf Mayor 0419 750 457 [email protected]

Cr Le Cerf was elected to Darebin Council in 2016 and is currently serving as Mayor of an invigorated Council featuring six women. She is passionate about the environment and wants to create a sustainable future for generations to come. Cr Le Cerf feels a strong connection to the local community where she lives and is raising her three children.

Committees

Audit Committee CEO Employments Matters Committee Darebin Domestic Animal Management Reference Group Darebin Education Committee Climate Emergency Darebin Committee Darebin Environmental Reference Group Darebin Nature Trust Darebin Women’s Advisory Committee Hearing of Submissions Committee (Chair) Municipal Emergency Management Planning Committee (Chair)

Terms as Councillor

2016–20

Terms as Mayor

2016–17 2017–18

Cr Trent McCarthy 0419 750 604 [email protected]

Cr McCarthy was re‐elected to Council in 2016. He is focused on ensuring that Darebin has well‐ designed, accessible and sustainable housing and that strong local action is taken on climate change. He believes in open and accountable governance and community‐led solutions, and that everyone should feel ownership of Council’s plans.

Committees

CEO Employments Matters Committee Climate Emergency Darebin Committee Darebin Environmental Reference Group (Proxy) Darebin Nature Trust Hearing of Submissions Committee Planning Committee

Terms as Councillor

2008–12, 2012–16, 2016–20

Cr Susan Rennie 0419 750 035 [email protected]

Cr Rennie was elected to Council in 2016. She believes that every person should feel valued and included, whatever their background. Cr Rennie’s key local concerns include enhancing community health and wellbeing, building a more sustainable city, and improving the planning scheme to achieve better health and wellbeing outcomes.

Committees

Audit Committee CEO Employments Matters Committee Darebin Aboriginal Advisory Committee Darebin Bicycle Advisory Committee (Proxy) Darebin Energy Foundation (Proxy) Darebin Interfaith Council

38 Darebin Nature Trust Darebin Youth Advisory Group Hearing of Submissions Committee Planning Committee

Terms as Councillor

2016–20

Cazaly Ward

Cr Steph Amir 0419 750 192 [email protected]

Cr Amir was elected to Council in 2016. With a background in science and research, Cr Amir is committed to evidence-based decision-making on council. She is passionate about environmental sustainability, supporting Darebin’s thriving arts community, and making Darebin a more equitable place to live for all current and future residents. She lives in Preston with her partner and daughter.

Committees

Darebin Bicycle Advisory Committee Darebin Youth Advisory Group Hearing of Submissions Committee Northland Urban Renewal Precinct Steering Committee Planning Committee Sexuality, Sex and Gender Diversity Advisory Committee

Terms as Councillor

2016–20

Cr Lina Messina Deputy Mayor 0419 750 504 [email protected]

Cr Messina was elected to Council in 2016. Cr Messina wants to ensure that Darebin’s planning scheme balances growth with sustainable and appropriate developments that are congruent with our neighbourhood character. She is aiming to stimulate jobs and economic development and foster the arts, culture and heritage that underpin our community identity.

Committees

Active and Healthy Ageing Community Board Darebin Women’s Advisory Committee Darebin Energy Foundation Hearing of Submissions Committee Northland Urban Renewal Precinct Steering Committee Planning Committee Preston Business Advisory Committee

Terms as Councillor

2016–20

Cr Julie Williams 0419 750 152 [email protected]

Cr Williams was elected to Council in 2012. She has lived, worked and played in Darebin nearly all her life and is now raising her family here. Cr Williams is looking to ensure that Darebin continually invests in infrastructure, trees, safety and appropriate development so that our next generation will be accommodated.

Committees

CEO Employments Matters Committee Darebin Domestic Animal Management Reference Group Darebin Disability Advisory Committee (Chair) Hearing of Submissions Committee

40 Northland Urban Renewal Precinct Steering Committee Planning Committee Preston Business Advisory Committee

Terms as Councillor

2012–16, 2016–20

La Trobe Ward

Cr Gaetano Greco 0419 750 214 [email protected]

Cr Greco has been representing the La Trobe Ward since 2008. Some of his top priorities have been protecting the iconic Preston Market and ensuring the continuation of Council run Aged Care Services together with getting things done for residents. He is keen to get on with big projects like the Reservoir Leisure Centre, new Intercultural Centre and City beautification.

Committees

Active and Health Ageing Community Board Bundoora Homestead Board of Management Committee CEO Employments Matters Committee Darebin Aboriginal Advisory Committee Darebin Education Committee Darebin Energy Foundation Darebin Housing Committee Darebin Interfaith Council Edwardes Lake Park Reference Group Hearing of Submissions Committee Planning Committee

Terms as Councillor

2008–12, 2012–16, 2016–20

Terms as Mayor 2013–14

Cr Tim Laurence 0419 750 234 [email protected]

Cr Laurence was first elected to Council in 1996. He believes we must ensure equal access to Council services and equal allocation of ratepayer funds across Darebin’s suburbs. Cr Laurence is focused on improving roads, replanting parks, developing affordable housing, greening our streetscapes, renewing sports facilities and providing first‐class community centres and services.

Committees

Planning Committee Hearing of Submissions Committee Bundoora Homestead Board of Management Committee Edwardes Lake Park Reference Group Darebin Housing Committee Darebin Arts Ambassadors

Terms as Councillor

1996–97, 1998–2002, 2008–12, 2012–16, 2016–20

Terms as Mayor

2000–01, 2012–13

Cr Susanne Newton 0419 764 245 [email protected]

Cr Newton was elected to Council in 2016. She believes there is room for more small businesses and a livelier shopping strip in Reservoir and would like to enhance the area while maintaining the sense of community. Population growth and the impacts of traffic and climate change are areas of focus for Cr Newton and she wants to ensure that we have good planning to cope with density and manage the impacts.

Committees

Active and Health Ageing Community Board Committee Bundoora Homestead Board of Management Committee Darebin Aboriginal Advisory Committee Darebin Arts Ambassadors

42 Darebin Disability Advisory Committee (Proxy) Darebin Housing Committee Darebin Nature Trust Darebin Youth Advisory Group Edwardes Lake Park Reference Group Hearing of Submissions Committee Planning Committee Sexuality, Sex and Gender Diversity Advisory

Terms as Councillor

2016–20

43 Council meetings

In 2017-18 Council meetings were held on every third Monday in the Darebin Council Chambers. Meetings are open to the public unless confidential items are being considered. In addition to Council business, there is an opportunity for members of the community to ask questions in Public Question Time.

Information about Councillor attendance at meetings is available in the Governance and Corporate Information section of this report, which starts on page 118. To see the schedule of Council meetings or watch meetings live online, go to our website www.darebin.vic.gov.au/Meetings

Briefing sessions

In addition to regular meetings, Council holds briefing sessions where Council staff make presentations on important issues.

Briefing sessions are not decision‐making forums. They simply provide information on significant matters that will come up later for formal consideration in the Council chamber.

You can read more about Council meetings on page 121. For more information about how Council works, see our website www.darebin.vic.gov.au/HowCouncilWorks.

5. OUR PEOPLE

Contents Organisation structure Executive Management Team Workplace report Celebrating Darebin’s Volunteers

Organisation Structure as at 30 June 2018

Community

Council

Chief Executive Officer Office of the Chief Executive Officer Sue Wilkinson Mayor and Councillors

______

CITY SUSTAINABILITY OPERATIONS & COMMUNITY GOVERNANCE & & STRATEGY CAPITAL Cathy Henderson ENGAGEMENT Rachel Ollivier Vito Albicini Ingrid Bishop

• City Development • Assets & Capital • Aged & Disability • Community • City Futures Delivery • Creative Culture Empowerment & • City Safety & • City Works & Events Engagement Compliance • Parks & Open • Equity & • Finance • Environment & Spaces Wellbeing • Information Services Sustainable • Families, Youth & • People & Transport Children Development • Recreation & • Governance & Libraries Performance www.darebin.vic.gov.au/Organisation

45 Our Executive Management Team

Darebin City Council is managed by a highly experienced Executive Management Team (EMT), led by the Chief Executive Officer. The EMT plan, coordinate and monitor the progress of Council’s strategic direction and goals. Guided by the Charter of Good Governance, the EMT operates in accordance with our values of accountability, respect, integrity and collaboration, and is focused on inspiring and empowering employees to work together to improve the business and deliver outstanding services to our community.

Chief Executive Officer Sue Wilkinson

Following an extensive executive search and recruitment process during 2017, Council appointed Sue Wilkinson as Darebin City Council’s Chief Executive Officer. Sue started with Council on 18 September 2018. Prior to commencing, Sue held various senior positions with the Victorian State Government and local government, including Chief Executive Officer at Colac Otway Shire. Sue is a graduate of the Australian Institute of Company Directors Course, holds a Bachelor of Applied Science, Planning and Post Graduate Diploma of Urban Planning.

In October 2017, the Chief Executive Officer conducted an extensive organisational review which resulted in significant changes to the structure of the organisation including a reduction in the number of divisions from five to four.

General Managers

As at 30 June 2018, the City of Darebin’s four General Managers are:

Ingrid Bishop General Manager Governance and Engagement

Masters of Business Administration – International; Diploma of Local Government; Graduate Certificate in Business.

Ingrid Bishop commenced with Council as General Manager Governance and Engagement on 19 March 2018. Prior to this, Ingrid held various positions in the private and government sectors and also ran her own consulting company. The Governance and Engagement division includes the following departments: Community Empowerment and Engagement, Finance, Information Services, People and Development, and Governance and Performance.

Cathy Henderson General Manager Community

Graduate, Australian Institute of Company Directors; Masters of Public Policy and Management; Bachelor of Arts.

Cathy Henderson commenced with Council as General Manager Community on 19 March 2018.

46 Prior to this, Cathy held various positions in local government in Victoria and New South Wales, and also in higher education at the University of Melbourne. The Community Division includes the following departments: Aged and Disability, Creative Culture and Events, Families, Youth and Children, Recreation and Libraries, and Equity and Wellbeing.

Rachel Ollivier General Manager City Sustainability and Strategy

Graduate, Australian Institute of Company Directors; Master of Finance, Economic Policy; Graduate Diploma of Public Relations; Bachelor of Applied Science, Environmental.

Rachel Ollivier commenced with Council as General Manager City Sustainability and Strategy on 1 March 2018. Prior to this, Rachel held various positions in the private and government sectors, both nationally and internationally, and was also a lecturer on Environmental Regulation and Policy at RMIT. The City Sustainability and Strategy Division includes the following departments: City Development, City Futures, City Safety and Compliance, and Environment and Sustainable Transport.

Vito Albicini General Manager Operations and Capital

Masters of Business Administration – APESMA, Graduate Diploma of Management; Bachelor of Engineering (Civil); Graduate Diploma of Local Government and Engineering Management.

Vito Albicini commenced in the role of General Manager Operations and Capital with Darebin City Council on 12 February 2018. Prior to this, Vito was employed by Council as the Manager Infrastructure and Capital Delivery. Before joining Council, Vito held various positions in the private and local government sectors. The Operations and Capital division includes the following departments: Assets and Capital Delivery, City Works and Parks and Open Space.

47 Changes to our structure in 2017–18

A new organisation structure was confirmed on 17 November 2017, following an organisational review that aligned our internal structure to the delivery of the Council Plan 2017–21. The review was informed by extensive feedback from staff and key stakeholders. As a result the organisation welcomed four new General Managers and a number of new Managers. Together these new staff members complete a leadership team that aims to be the best in the sector.

This new structure enables us to deliver on cultural change, building capacity and capability for long-term provision of services to the community and streamlining processes and systems.

Structure As at 30 June 2018

Employee count by division at 30 June 2018 (includes part‐time, casual and temporary employees)

2017–18 Office of the Chief Executive 4 Community 665 City Sustainability & Strategy 226 Governance & Engagement 165 Operations & Capital 180 Total 1240

Number of FTE employees by division at 30 June 2018

2017–18 Office of the Chief Executive 3.81 Community 267.04 City Sustainability & Strategy 127.40 Governance & Engagement 111.43 Operations & Capital 165.99 Total 675.67

48 Number of permanent employees by Division - at 30 June 2018 (part‐time and full‐time only)

2017–18 Office of the Chief Executive 4 Community 378 City Sustainability & Strategy 181 Governance & Engagement 121 Operations & Capital 167 Total 851

Casual employees of Council by division – at 30 June 2018

Males Females Total Office of the Chief Executive 0 0 0 Community 82 165 247 City Sustainability & Strategy 8 25 33 Governance & Engagement 9 25 34 Operations & Capital 7 3 10 Total 106 218 324

49 Workplace report

The Darebin City Council workforce at 30 June 2018

At 30 June 2018, we employed 1,240 people across our organisation. This figure was made up of full‐time, part‐time, temporary and casual employees.

There were 676 full‐time equivalent (FTE) employees.

Total number of Darebin City Council employees at 30 June 2018 (includes part‐time, casual and temporary staff)

Permanent full‐time employees 489 Permanent part‐time employees 362 Temporary employees 65 Casual employees 324 Total 1240

FTE employees at Darebin City Council at 30 June 2018 2013–14 2014–15 2015–16 2016–17 2017–18 FTE employees 715 701 698 684 676

Note: Temporary employees are not included in the FTE count.

Total number of Darebin City Council employees over five years (includes part‐time, casual and temporary employees)

2013–14 2014–15 2015–16 2016–17 2017–18 Darebin City 1,268 1,254 1,283 1,279 1240 Council employees

Number of permanent Darebin City Council employees by gender at 30 June 2018 (full‐time, part‐time and FTE)

Full‐time Part‐time Total FTE Female 216 288 504 371 Male 273 74 347 305 Total permanent workforce at 489 362 851 676 30 June 2018

50 Number of employees by salary classification at 30 June 2018 (permanent)

Classification Female Male Total Band 1 36 31 67 Band 2 7 4 11 Band 3 130 107 237 Band 4 55 40 95 Band 5 80 48 128 Band 6 89 47 136 Band 7 40 36 76 Band 8 19 10 29 Immunisation Nurse Level 1 2 1 3 Immunisation Nurse Level 2 1 0 1 Immunisation Nurse Level 3 4 0 4 Maternal and Child Health Nurses - 2nd year 1 0 1 Maternal and Child Health Nurses 3rd year 1 0 1 Maternal and Child Health Nurses 4th year 2 0 2 Maternal and Child Health Nurses 5th year 19 0 19 Senior Executive Officer 8 13 21 Senior Officer 10 10 20 Total 504 347 851

Number of employees by classification at 30 June 2018 (all employees, including part‐time, casual and temporary)

Classification Female Male Total Band 1 47 35 82 Band 2 31 20 51 Band 3 251 176 427 Band 4 88 54 142 Band 5 118 61 179 Band 6 107 54 161 Band 7 44 38 82 Band 8 19 12 31 Immunisation Nurse Level 1 4 1 5 Immunisation Nurse Level 2 1 0 1 Immunisation Nurse Level 3 4 0 4 Maternal and Child Health Nurses 1st year 4 0 4 Maternal and Child Health Nurses 2nd year 2 0 2 Maternal and Child Health Nurses 3rd year 5 0 5 Maternal and Child Health Nurses 4th year 2 0 2 Maternal and Child Health Nurses 5th year 19 0 19 Senior Executive Officer 8 14 22 Senior Officer 10 11 21 Total 764 476 1,240

FTE employees by classification at 30 June 2018 Classification Female Male Total Band 1 8.52 8.05 16.57 Band 2 3.12 2.83 5.95 Band 3 71.81 96.47 168.28 Band 4 46.39 36.67 83.06 Band 5 68.98 45.59 114.57 Band 6 80.81 46.28 127.09 Band 7 37.16 36.00 73.16 Band 8 18.44 10.00 28.44 Immunisation Nurse Level 1 0.12 0.01 0.13 Immunisation Nurse Level 2 0.03 0 0.03 Immunisation Nurse Level 3 1.41 0 1.41 Maternal and Child Health Nurses 1st year 0 0 0 Maternal and Child Health Nurses 2nd year 0.40 0 0.40 Maternal and Child Health Nurses 3rd year 0.80 0 0.80 Maternal and Child Health Nurses 4th year 1.00 0 1.00 Maternal and Child Health Nurses 5th year 14.10 0 14.10 Senior Executive Officer 7.84 13.00 20.84 Senior Officer 9.84 10.00 19.84 Total 370.77 304.90 675.67

52 Social inclusion and employment programs

The Pathways to Employment Committee continued to be a vehicle for various work placement programs across Council for secondary, tertiary and overseas‐qualified students, and Aboriginal and disability placements.

We supported 120 placements and a careers expo for 250 local students, coordinated 15 employees to volunteer at a mock interview program hosted by the Inner Northern Local Learning and Employment Network, and delivered the annual Real Jobs Industry Program to 250 Darebin Year 10 students. We also delivered employability skills training for the Croxton School and Preston Reservoir Adult Community Education Centre.

Council supported two Aboriginal trainees to complete their Certificate III in Business Administration. Both trainees successfully transitioned to Council’s casual pool and have been working across Council in administrative and customer service roles. One of these trainees was named Indigenous Trainee of the Year. Two new trainees will be sought for 2018–19.

Three community workshops were facilitated on grant writing and general engagement with government and like bodies. Online training resources were also provided, with 57 community members participating. Further training will be facilitated during 2018–19.

We continued our strong relationship with the Overseas Qualified Unit at Melbourne Polytechnic and provided work placement opportunities for 15 students, some of whom progressed into permanent paid employment as a direct result.

Industrial relations

During 2017–18, we maintained industrial harmony and constructive relationships between management, employees and unions, enabling us to work together to manage most employee issues and disputes internally.

Negotiations for the next Enterprise Agreement commenced in May 2018 and are on track. Our aim is to negotiate a modern agreement with balanced outcomes for all people. The Collective Negotiation Committee has met seven times and worked through most of the 83 items tabled for discussion.

Council also reinstated its Consultative Committee to monitor the implementation of the Enterprise Agreement, to address and, as far as practicable, to resolve issues affecting employees relating to the agreement, to promote organisational culture and values, learning and development, and to provide input into policies and procedures which affect employees’ terms and conditions of employment.

Equal employment opportunity

Darebin’s Chief Executive Officer continued to send a strong message to all employees that bullying and harassment will not be tolerated and that ensuring employees have a safe environment in which to work is non-negotiable.

53 This is backed up by a culture and processes that provide a workplace where employees are valued, respected, safe and free from all forms of discrimination, harassment, bullying, occupational violence and victimisation.

We also strive for a culture where people are treated fairly, have equal opportunity for success and are not hampered by artificial barriers or biases. We are committed to ensuring jobs and opportunities are open to all employees, are merit-tested, and that our internal processes do not unknowingly disadvantage or exclude anyone from applying. The diversity of our workforce is recognised as a key factor that enables us to meet the needs of our community. Council regularly facilitates equal employment opportunity training for employees.

Our workplace diversity profile**

Aboriginal or Torres Strait Islander background

Percentage of permanent Council staff (part‐time and full‐time only) who identify as being from an Aboriginal or Torres Strait Islander background

Year 2014 2015 2016 2017 2018 Percentage 1.7% 1.5% 0.9% 0.8% 0.7% Inclusive of casual employees, the total is 1.65 per cent.

Non‐English-speaking background

Percentage of Council staff who identify as being from a non‐English-speaking background (born in a non‐English-speaking country)

Year 2014 2015 2016 2017 2018 Percentage 23.1% 14.0% 14.5% 14.6% 17.5%

Darebin City Council staff countries of birth

Country of birth % Country of birth % Australia 58.5 Greece 0.7 Italy 1.5 China 0.6 Britain 1.8 Not disclosed 21.3 India 1.2 Other* 15.0 Macedonia 0.8

*Other countries of birth include Argentina, Austria, Bangladesh, Bosnia, Canada, Colombia, Croatia, Cuba, Cyprus, East Timor, Egypt, El Salvador, Fiji, France, Germany, Hong Kong, Indonesia, Iran, Iraq, Ireland, Japan, Kenya, Laos, Lebanon, Liberia, Malaysia, Malta, Mauritius, New Zealand, Nigeria, Pakistan, Papua New Guinea, Peru, Philippines, Poland, Samoa, Serbia, Singapore, Somalia, South Africa, Spain, Sri Lanka, Sweden, Switzerland, Syria, Thailand, Taiwan, Turkey, United States, Vietnam and Yugoslavia. ** Data source: Darebin Council payroll system 2018.

54 Learning and development

During 2017–18, we delivered 57 capacity building programs, with more than 690 employees participating. Programs included Financial Management, Conflict Management, Time Management, Writing for Government, Introduction to Local Government and Social Media training. Council also delivered leadership training focused on leadership style, team work and team dynamics, and leading with emotional intelligence.

We supported a number of employees to complete a Master of Business Administration. Child safe training was undertaken, with Council having several employees skilled in this area. Safeguarding Children sessions were delivered to leaders, in partnership with the Australian Childhood Foundation, to drive cultural change and to ensure children visiting or accessing Council services are kept safe and free from harm. We also facilitated 14 sessions for community groups working in areas with a high level of contact with children.

Council also delivered a range of diversity training, including Disability Awareness, Islamic Awareness, LGTBI Awareness, Say NO to Racism, Diversity and Inclusion, and Aboriginal and Torres Strait Islander Awareness.

Educating employees on relevant policies and laws and driving a culture that is free from discrimination, fraud and corruption continues to be a focus for Council. During 2017–18, more than 680 employees completed training on privacy, fraud and corruption, excellence in governance, and equal employment opportunity.

This year we implemented a new corporate induction program for employees on Council’s vision, values, goals, and business areas, in addition to role-specific information. The new program successfully introduced an induction expo that allows employees to talk to staff from various business areas and seek additional information about services offered by Council and key stakeholders.

Council also facilitated a training needs analysis which informed the corporate training initiatives for January to June 2018 and the 2018–19 corporate training calendar.

Health, Safety and Wellbeing

At Darebin, we recognise we have moral and legal responsibilities to provide and maintain a safe and healthy work environment for employees, Councillors, contractors, suppliers and visitors.

During 2017–18, we facilitated OHS education across Council and continued to review our occupational health and safety and injury prevention systems. Training courses undertaken by employees included Health and Safety Representative, Fire Warden and Emergency Management, First Aid training and Occupational Health and Safety e-learning courses.

Council also provided range of health and wellbeing programs for employees, including: • yoga classes • massages

55 • mental health programs– guest speaker and a series of team workshops • EAP services and onsite EAP to coincide with several key Council events and decisions.

In January 2018, Council commenced a 12-month onsite occupational physiotherapy service trial, which is available to all employees. The aim of the service is early intervention (treatment of aches and pains) and preventative therapy, and enabling our employees to continue to undertake the inherent requirements of their roles safely. The service has proven popular and Council anticipates an increase in employee self- management and a reduction in injuries and claims, particularly sprain and strains, which are among the most common injuries across Council.

Council’s aim is be a leader in OHS initiatives and standards and prevent all work-related injuries and illnesses by being proactive, maintaining high standards and ensuring we comply with occupational health and safety legislation.

Council recognises the valuable role that workplaces have in supporting staff experiencing family violence. Council has a Family Violence Policy to support staff and provides Identifying Family Violence training to increase knowledge and understanding of family violence.

Health and Safety Committees

Integral to our proactive safety culture is our team of elected Health and Safety Representatives. They are key members of the four OHS Committees and meet monthly with management in accordance with the Occupational Health and Safety Act 2004. In addition, we hold a Safety Leadership Forum to drive our safety culture, review and monitor the OHS Strategy, and support the implementation of key programs, policy and performance.

First Aid and Emergency Management

Council has a comprehensive network of trained First Aid officers and Emergency Wardens, who are qualified to act and assist in the event of an emergency. Council undertakes regular practice evacuation drills to ensure the safety of employees and patrons in the event of a real emergency.

Incident and Injury Reporting

During 2017–18, Council employees continued to report hazards and incidents in accordance with Council policy and legislative obligations. Employees reported 234 near misses, hazards and incidents as outlined below. The majority of reports relate to manual handling, impact with object and occupational violence (includes physical, abuse or threats that creates a risk to the health and safety of an employee or multiple employees).

56 Darebin City Council Type of Report 17-18

28 55 Near Miss/Hazard 12% 23% Reports Incident resulting in Injury

151 Incident Only 65%

Darebin City Council Classification of Reports 17-18

80 70 60 46 41 41 50 34 40 30 20 15-16 11 11 15 20 4 8 2 10 1 16-17 0 17-18

Of the 234 reports, 151 were reported as injuries. The most common injuries reported are displayed below.

Darebin City Council Most Common Type of Injury 17-18 120 102 100 80 60 24 20 15-16 40 10 17 20 0 16-17 17-18

57 WorkCover and Injury Management

Council has a dedicated Injury Management Advisor and a comprehensive injury management program in place to assist and support injured employees. The Injury Management Advisor works closely with employees and their line managers to ensure compliance with regulatory frameworks, and to facilitate medical assessments and return to work.

During 2017–18, Council received seven claims that were accepted by the Victorian WorkCover Authority. This is an improvement on the previous two years, as reported below:

Standard Workcover Claims per Financial Year 30

10 No of claims

0 2015-16 2016-17 2017 - 18

WorkCover Premium

Council’s WorkCover premium for 2017–18 was $989,909. This represents an increase on the previous premium. Council’s premium is influenced by a number of factors including remuneration, claims history and costs, industry comparison and the performance of Council’s WorkCover insurance agent. Following a review of services, Council changed agents in April 2018 and is now insured by Gallagher Bassett. Council’s premium history and rating is outlined below:

Year Premium (ex. GST) Employer Performance Rating (<1 indicates better than the industry) 2015–16 $1,314,763 (reduced by $656,209) 1.02 2016–17 $803,917 (reduced by $510,846) 0.56 2017–18 $989,909 (increased by $185,992) 0.98

Risk Management

We continued to raise awareness of risk management across the organisation through an increased presence and proactive involvement at high‐level project planning meetings, event planning, leadership forums and high‐risk departmental meetings.

Regular reporting of risk exposures, claims management, performance and strategies improved as a result of presentations to the Executive Management Team, the Audit Committee, the Governance, Risk and Corporate Performance Committee, and the Business Continuity Committee.

We monitor our insurable risk profile to ensure risk exposures were adequately addressed.

58 Celebrating Darebin’s volunteers

We are fortunate to have many wonderful volunteers who generously share their time, knowledge and experience to help make the Darebin community stronger. We value, recognise and support their diverse contributions.

Darebin Information Volunteer Resource Service

Council provides funding and support to the Darebin Information Volunteer Resource Service (DIVRS), a not‐for‐profit volunteer organisation that delivers free services and programs for vulnerable people in Darebin. This includes provision of basic needs to clients experiencing financial hardship, and advocacy, case‐management, counselling and referral.

During 2017–18, the service’s volunteers provided more than 13,500 hours of time and $114,063.53 of direct material aid to low income and vulnerable Darebin residents.

The Darebin Fruit Squad, which harvests fruit from home gardens and redistributes it to emergency relief agencies, is based at the Darebin Information Volunteer Resource Service. Since the program began in 2012, more than 3,500 kilograms of fruit have been collected and provided to agencies such as the Preston Salvation Army Food Bank, the Asylum Seeker Resource Centre and SecondBite. Last year, Fruit Squad harvested 2,356 kilograms of fruit from the Urban Orchard. The generosity of the households and the volunteer fruit‐pickers directly benefits the health and wellbeing of our community.

The L2P Learner Driver Mentor Program at the Darebin Information Volunteer Resource Service helps disadvantaged young people gain their provisional licences. Volunteer mentors provided 2,921 hours of volunteer mentoring last year to learner drivers. The program makes it easier for young people to get a job, access education and training, or care for family members. Darebin was one of the first Councils to take up funding from the Transport Accident Commission and, together with DIVRS, deliver the L2P program.

Thanks to volunteers

Darebin Council would like to thank all volunteers, whose generosity and commitment help make Darebin a healthy and connected community and a great place to live.

59 6. OUR PERFORMANCE

Contents

Overview Integrating with the Council Plan and the Council Budget Council Plan 2017–18 • Goal 1 – A sustainable city o Strategies o Budget o Major Initiatives from Council Budget o Services o Big Actions o Highlights and achievements o Setbacks o Challenges o Performance indicators and results o Future plans o Environmental Report • Goal 2 – Opportunities to live well o Strategies o Budget o Major Initiatives from Council Budget o Services o Big Actions o Highlights and achievements o Setbacks o Challenges o Performance indicators and results o Future plans • Goal 3 – A liveable city o Strategies o Budget o Major Initiatives from Council Budget o Services o Big Actions o Highlights and achievements o Setbacks o Challenges o Performance indicators and results 60 o Future plans • Goal 4 – A strong economy o Strategies o Budget o Major Initiatives from Council Budget o Services o Big Action o Highlights and achievements o Setbacks o Challenges o Performance indicators and results o Future plans • Goal 5 – Involving our diverse communities o Strategies o Budget o Major Initiatives from Council Budget o Services o Highlights and achievements o Setbacks o Challenges o Performance indicators and results o Future plans o Diversity Report • Goal 6 – A well governed Council o Strategies o Budget o Major Initiatives from Council Budget o Services o Highlights and achievements o Setbacks o Challenges o Performance indicators and results o Future plans o Technology Report o Consultation and engagement summary o Advocacy Report

61 Overview

The Report of Operations outlines our 2017–18 performance against the major initiatives in Council’s 2017–18 Budget. It also reports on Darebin Council Plan 2017–21 goals and its 16 Big Actions.

Integration with Council Plan and Council Budget

The diagram below illustrates how the annual report and the Council Plan are integrated with our business planning cycle.

The Council Plan is a strategic document that describes the vision, mission, goals, strategies and targets that guide our work for a four‐year period. It is reviewed annually. The Strategic Resource Plan 2018-2022 complements the Council Plan and describes how the key projects and objectives will be resourced.

Every financial year the annual budget sets out funding for the projects and services to be undertaken. It also outlines the major initiatives that directly contribute to the achievement of our council plan goals. The Budget is also integrated with the annual Council Plan Action Plan which outlines in detail the key items that Council will deliver over the financial year.

Within the organisation, long and medium term strategies drive the development of individual business management plans and set out key performance indicators for each department. These plans work to ensure that the objectives of the Council Plan are implemented.

The Annual Report 2017–18 shows our progress in realising the vision of the Council Plan 2017– 21. Detailed performance reports on the organisation’s progress against the annual Council Plan Action Plan are also posted quarterly on our website: darebin.vic.gov.au/CouncilPlan

63 Darebin Council Plan 2017–21

The vision for the Darebin Council Plan 2017–21 is: A greener, bolder and more connected city. The plan responds to the changing world we face, particularly on the climate emergency, a growing population, a changing economy, growing inequality and reduced funding.

The 2017–18 Annual Report is the first reporting year of the Council Plan 2017–21. The Council Plan describes the vision, mission and goals that guide our work.

There are six goals, each with three attendant strategies. Each strategy has a number of actions, which are listed in the Council Plan Action Plan Progress Report 2017–18, available on our website at darebin.vic.gov.au/CouncilPlan.

Council has also identified 16 Big Actions as priorities across the four years of the Council Plan 2017–21.

The plan’s goals were developed after extensive consultation with our community and other stakeholders and they reflect the shared priorities of our diverse community.

Goal 1: A sustainable city (page 65) Goal 2: Opportunities to live well (page 78) Goal 3: A liveable city (page 84) Goal 4: A strong economy (page 90) Goal 5: Involving our diverse communities (page 94) Goal 6: A well governed council (page 105)

For each goal we have reported on: • major initiatives from Council Budget • services and their costs • Big Actions • highlights and achievements • setbacks • challenges • performance indicators and our results • future plans.

We reported on our progress for 2017–18 against each of the actions in the Council Plan Action Plan Progress Report 2017–18, which can be found on our website at www.darebin.vic.gov.au/CouncilPlan.

Goal 1 – A sustainable city

We will be leaders in creating a sustainable city through local innovation projects that address climate change Strategy 1.1: We will become an energy and water efficient city and reduce waste Strategy 1:2 We will increase sustainable transport through safer streets for walking and cycling, and advocacy for public transport Strategy 1:3 We will expand and improve our network of open and green spaces, parks and natural environments to provide the lungs for our city and reduce the impacts of climate change

There are 35 actions listed under Goal 1 in the Council Plan Action Plan for 2017–18. The following section shows progress on the Major Initiatives from the Budget and Highlights from the Action Plan. Progress comments on all 35 can be found on our website at – darebin.vic.gov.au/CouncilPlan.

BUDGET ALLOCATED TO GOAL 1

Net Cost 2017-18 $’000 Actual 29,879 Budget 29,376 Variance 503

MAJOR INITIATIVES FROM 2017–18 BUDGET FOR GOAL 1 Major initiative STATUS 2017–18 progress Create and enact a local Climate Emergency Plan to 100% The Climate Emergency Plan was developed following address climate change and mitigate risks community consultation and adopted by Council on 21 August 2017. The plan commenced implentation and key initiatives, such as the Solar Saver Program and the Climate Emergency Darebin Committee, are currently in progress. Create a Darebin Energy Foundation: a climate 100% The Climate Emergency Darebin Advisory Committee was emergency think tank and innovator of initiatives appointed in April and includes leading thinkers and that can be scaled across communities community members. More detail in Big Action 2 on page 67. Dramatically increase opportunities for walking 100% Over the year, many projects were completed to improve and cycling, including converting some roads into walking and cycling. For more detail see Big Action 3 on page shared streets where cars are guests and where 67. green space, walking and cycling take priority Create a Darebin Nature Trust to use development 75% The Darebin Nature Trust was established as an advisory contributions and other funds to increase open committee, with members appointed by Council. Through space and native vegetation, and ensure all 2018–19, the trust will consider the best model for long term residents live with 500 metres of open space management and provide advice on a range of issues, including the Open Space Strategy. Continue to address traffic and transport priorities 100% Speed limit reductions from 50 km/h to 40 km/h were installed in a strategic manner across the municipality and in three precincts across Northcote and Fairfield. Traffic construct a number of traffic management and calming devices were installed at high-risk locations in road safety works to address concerns and Reservoir (Cheddar to Plenty Rd) and the eastern side of the priorities raised by the community rail corridor between Miller St and Clarke St through Thornbury and Northcote. See Big Action 4 on page 67 for more detail. Delivery of actions from the Darebin Cycle Strategy 100% See Big Action 3 on page 67 for detail on public transport 2013-2018 which aims to create a culture of cycling advocacy. in Darebin. Projects include the improvement and construction of shared paths, extension to the shimmy bicycle network and on-road cycle facilities 65

SERVICES FOR GOAL 1

While all departments contribute to the achievement of each of our goals, these services specifically relate to Goal 1.

Note: An organisational restructure during 2017–18 resulted in some areas moving to different portfolios. The portfolios below align with the 2018–19 budget, and are consistent with the Council Plan 2017–21. They equate to the dollars in the original 2017–18 budget allocation

Service area Description of services provided Net cost of providing this service in 2017–18 Budget Actual Variation $'000 A Sustainable City Environment Develops and implements policies and programs that contribute 2,796 and to sustainability within Council and the community. Responsible 2,393 natural for the Climate Emergency Plan, Whole of Water Cycle Strategy, 403 resources and the Waste and Litter Management Strategy. Open spaces, Responsible for the management and maintenance of 12,081 parks approximately 600 hectares of open space, including 90 12,876 and natural playgrounds, several wetlands, pathways, seating, garden beds, (795) environment waterways, pedestrian bridges, catchments, dams and in excess of 65,000 street trees and 100,000 trees in parks and reserves. Transportation Develops policy and project delivery for transport management 2,934 and safety. 2,814 120 Waste Collection of domestic garbage and recyclables, green waste and 11,565 Management dumped rubbish, street and right of way cleansing, the hard 11,796 waste collection service, and management of the contract for the (231) operation of the Resource and Recovery Centre in Reservoir.

BIG ACTIONS FOR GOAL 1 Legend

On Track Getting there, some obstacles Well behind schedule

Big Action 1: Double solar power in Darebin

Status: Progress towards doubling solar power in the City by 2021 is well underway. Council has expanded the ‘Solar Saver’ program to be available for all residences interest free. An additional 481 homes have been signed up in 2017-18 for solar power installation between July and December 2018. Investigations to expand the program to include businesses have been completed with recommendations now with Council for consideration.

Big Action 2: Create a new Darebin Energy Foundation

Status:

The new Climate Emergency Darebin Advisory Committee members were appointed in April and include leading community representatives and industry thinkers. The new Advisory Committee was formed as a result of the great work undertaken by the interim Darebin Energy Foundation Committee which focused on restoring a safe climate at emergency speed, through the elimination of greenhouse gas emissions and excess carbon dioxide in the air. Big Action 3: Dramatically improve walking and cycling

Status:

Throughout 2017-18, Council has focused on developing and implementing effective and relevant strategy, infrastructure and education – all of which is needed to achieve the desired step change.

Council sought community feedback on the draft Walking and Safe Travel Strategies (to be considered and adopted by Council in 2018-19), with research completed on how to how to improve infrastructure for cycling and walking at key trails and missing links. This includes the corridor along the South Morang line in Northcote, Thornbury and Preston, and the Northern Pipe Trail shared path from Merri Creek to Reservoir Station.

A highlight of the education work completed was a partnership with Reservoir West Primary School to deliver a new “Octopus Schools” model which aims to achieve safe travel to school. This project includes the construction of a bike shed, student art opportunities and workshops – parents are also encouraged to participate. Big Action 4: Advocate for better public transport

Status:

Council has continued its active advocacy on a wide range of public transport improvements both large and small. Priorities have included advocating for level crossings to be removed at Cramer St and Murray Rd when the Bell St crossing is removed; significant improvements to the road network at Reservoir shopping centre to be made; ongoing advocacy for the Tram 11 extension to Edwardes Lake Park; tram route 86 stop upgrades; and an increased number of buses to improve connections across the City.

Big Action 5: Establish a new Darebin Nature Trust

Status:

The Darebin Nature Trust members have been appointed after expressions of interest were received from a broad range of skilled, enthusiastic and committed residents. In 2017-18 Council also progressed with its review of the Open Space Strategy including consultation to understand community needs and aspirations. This work includes identifying and understanding the future

open space needs of our City, including recreation and biodiversity. The Strategy review outcomes will inform Council’s approach to its Open Space Levy and how this will be applied to future development.

Big Action 11: Increase our tree canopy and urban forest

Status:

Data collection has played a key role in guiding Council in how it can increase its tree canopy and improve upon the sustainable urban forest initiatives. Thermal imaging and canopy coverage data has revealed an increase in canopy coverage from 13% to 16% over the past five years since the initial assessment. Due to additional funding being made available an extra 1,100 trees were planted in parks, streets and bushland areas resulting in a total number of trees for 2017-18 being approximately 3,000.

Big Action 12: Expand our land subdivision levy

Status:

Council’s current land subdivision levy (Open Space Levy), collects funds for new and improved open space capacity to help meet the needs of our growing population. To support this, the Open Space Strategy is being reviewed – this will also include recreation and biodiversity. To date, a detailed analysis of current and future needs and broad community consultation to understand aspirations and needs right across the City has been completed.

The next steps in 2018-19 include the release of a draft Strategy and community consultation to inform Council’s decision about the final Open Space Strategy. Council also intends to seek changes to the Planning Scheme to allow for expansion of the Open Space Levy.

HIGHLIGHTS AND ACHIEVEMENTS FOR GOAL 1

Eliminating single-use plastic

In February 2018, we adopted the Single-Use Plastic Free Events Policy for Council events and events held at Council sites. The 2017 Carols by Candlelight was single-use plastic free and the March 2018 Kite Festival included promotion and information on the elimination of single-use plastic, with cheaper drinks for those using their own cups.

We also encouraged the State Government, supermarkets and some service stations to eliminate single-use plastic bags. More than 150 Darebin school students entered a Single-Use Plastic Logo Competition run by Council from September to December 2017.

Increasing use of sustainable transport – walking and cycling

Many of our projects focused on sustainable transport through safer streets for walking and cycling and advocacy for public transport. Four new zebra crossings and three safer shared path crossings were installed in Northcote and Reservoir, plus two new cycle crossings of busy roads in Northcote and Preston.

We developed a green travel map showing walking and cycling routes to Darebin’s arts venues, which was sent to ticket purchasers and uploaded to our website.

Seven major cycling projects were completed, including the relocation of a bus stop to clear a shared path at St Georges and Arthurton roads, Northcote, and partnering with Melbourne Water on reinstating more than two kilometres of wider shared path on St Georges Road.

We also installed an extra 71 bicycle hoops throughout Darebin.

We commenced a major project called Streets for People, with extensive community consultation on a pilot location running through Northcote and Thornbury. The Streets for People project is about improving the experience of local streets for the people who use them. Community feedback indicated they wanted a safer environment to walk and cycle locally, more shade and greenery, more welcoming places for people to meet and play, and reduced negative impacts of vehicles. This led to the development of a draft strategy and concept plans, which will be submitted to Council in 2018–19. We also began investigating eight other corridors across Darebin.

Installing more energy efficient lighting

In a first for Darebin Council, LED lighting was installed during the year at sports fields at Pitcher Park Alphington and at Bundoora. LED technology uses less electricity without affecting the quality of lighting, and can last up to 50,000 hours which means it saves money on maintenance as well.

SETBACKS FOR GOAL 1

Car share bays We had committed to install 16 car share bays on Council managed land. Due to the car share company updating the technology of their vehicles, they will not be ready until September 2018. Eight permanent bays were installed and a further seven approved, plus three floating bays. We commenced consultation with community on a further 10 further locations.

Mayer Park and the Northcote Golf Course A new completion timeframe for the development of master and yearly action plans for Mayer Park had to be determined due to the extra time required for the participatory community-based development of this work. The plans for the Northcote Golf Course have been put on hold due to a delay with the State Government's report on the Future of Golf.

CHALLENGES FOR GOAL 1

Recycling

During 2017–18, China announced it would no longer accept some types of waste materials, including paper and plastic. This impacted on the global recycling industry, including across Victoria. We worked hard with our recycling processor, peak bodies and government to ensure our recycling service continued as normal without disruption to our community.

Approximately 14,500 tonnes of recycling material was collected by Darebin during the year, equating to an average of 279 tonnes each week.

Darebin residents and businesses are good recyclers. During the reporting year, 49.1 percent of kerbside waste collected was diverted from landfill, up 1.15% from last year, which is a good result.

However, it is still vital that our recycling continues to be separated properly from household and business waste, so that it is the best possible quality. Throughout the year, we encouraged our residents to buy only what they needed, to avoid excess packaging and to separate recyclables from other waste and place it in the correct bins.

We also ran a trial where we invited 1,000 households in Kingsbury to place their food waste in their green bins for recycling to compost or mulch. The trial results will be analysed by November 2018.

Weed management

Some community members want a ban on certain herbicides that form a major part of our weed control programs. The challenge is to balance community expectations with the processes used and the need to manage weeds that threaten sites of biodiversity significant parklands, sporting facilities and the amenity of the municipality. In the next financial year, we will review our Integrated Weed Management Strategy to try to resolve this challenge. This will be combined with extensive community consultation.

PERFORMANCE INDICATORS AND RESULTS FOR GOAL 1

Performance indicator 2021 target 2018 result Previous years Status Double solar power in Darebin from 36,000 kwts 24,339 kwts 2016: 18,000 kwts On Track 18,000 kwts to 36,000 kwts Source: Clean Energy Regulator (data from households or businesses who have claimed a Small Generation Unit (SGU) - Solar Panel).

Performance indicator 2025 target 2018 result Status Increase Council’s use of water from 30 megalitres 15 megalitres On Track non-drinking sources Source: Darebin City Council Asset records

Performance indicator Annual target 2018 result Previous years Status Reduce waste to landfill Reduce by 1kg 165kg per 2016–17: 177 kg Met per person each person 2015–16: 178 kg year (reduction by 12.55kg compared to 2016– 17) Source: Tonnage records, Municipal Recycling Facility and Estimated Residential Population (Australian Bureau of Statistics).

Performance indicator Annual Target 2018 result Previous years Status Maintain satisfaction with waste 80% 94% 2016–17, 94%, Met services 2015–16, 94% 2014–15, 92% Source: Darebin City Council Community Satisfaction Survey 2017–18

Performance indicator 2021 target 2018 result Previous years Status Reduce the speed limit to 40 km/h 30% of the 12% N/A On Track across the municipality municipality Source: Darebin Asset System and GIS.

Performance indicator 2021 target 2018 result Previous years Status Increase cycling 12% increase 4.7% 2016–17: 29% On Track increase increase; 2015–16: 29% increase Source: Combination of counts from VicRoads bicycle counters and Council’s bicycle counters on St George’s Road and Darebin Creek Trails

Performance indicator Annual target 2018 result Previous years Status Increase satisfaction with footpath 80% 80% 2016–17, 73% Met maintenance 2015–16, 78% 2014–15, 72% Source: Darebin City Council Community Satisfaction Survey 2017–18

Performance indicator Annual target 2018 result Previous years at Status June Maintain resident satisfaction with the 85% 88.4% 2016–17, 87% Met maintenance of parks, reserves and 2015–16, 88% open space 2014–15, 89% Source: Darebin City Council Community Satisfaction Survey 2017–18

Performance indicator 2021 target 2018 result Previous years Status Ensure all residents live within 500 100% 94.7% N/A Not met metres of open space Source: Darebin Asset System, GIS and 2016 Census Data. What Council will do to improve this result in 2018–19 (from our Action Plan): 1. Support the Darebin Nature Trust to provide advice to Council on biodiversity and open space matters. 2. Conduct a detailed biodiversity study to help inform future work to conserve and enhance biodiversity across the City.

Performance indicator 2028 target 2018 result Previous years Status Grow our Urban Forest Increase tree 16.6% 2012-13: 13.8% On Track coverage on public land to 25% by 2028 Source: Council's thermal imaging and Urban Forest monitoring audit of the municipality 2018

Performance indicator 2020 target 2018 result Previous years Status Reduce private vehicle usage Reduce by an N/A* N/A N/A average of 13 km per day Source: Victorian Integrated Survey of Travel and Activity (VISTA) *Data set will not be released until 2019-20

SOME FUTURE PLANS FOR GOAL 1

• Support Climate Emergency Darebin to finalise a recommendation on their long-term governance structure, while enabling the group to undertake projects and/or actions to help address the climate emergency • Delivery of a national Climate Emergency Conference (September 2018) and implementation of carbon reduction projects • Install more than 4,000 kilowatts of solar panels on 1,000 homes and businesses • Resolve a position for the introduction of a city-wide food waste recycling service and explore lowest carbon options for food waste • Seek VicRoads approval for further speed limit reductions to 40 kilometres in priority locations • Advocate to the State Government for level crossings to be removed at Bell, Murray, Oakover, Cramer Street and at Reservoir Station; and for all the removals to be elevated solutions

A detailed Council Plan Action Plan 2018–19 can be found on our website at darebin.vic.gov.au/CouncilPlan

1.1 Environmental report

In August 2017, Darebin became the first council in the world to adopt a Climate Emergency Plan. This followed our leadership on declaring a state of climate emergency requiring urgent action from all levels of government.

Over the past decade, we have committed to being leaders in creating a sustainable city and done solid work on energy efficiency and renewable energy. We will continue, through our Council Plan 2017–21, to strive to create a clean city, fuelled by 100 percent renewable energy, with green spaces and gardens to cleanse our city.

Highlights of 2017–18 • Development of the Climate Emergency Plan including preliminary work on a Climate Emergency Conference in September 2018 and early stages of engagement work on the climate emergency • Continued work on the establishment and formation of the Climate Emergency Darebin (formerly Darebin Energy Foundation) • Commitment to double the use of solar in Darebin from 18,000 kilowatts in 2017 to 36,000 kilowatts by 2021 • Preparations for the development of a Council Carbon Management Plan later in 2018

Waste, recycling and litter

The Waste and Litter Strategy 2015–25 drives action on waste, recycling and litter. In October 2017, Council approved the Waste and Litter Strategy Action Plan 2017–25.

Key actions in 2017–18 include: • Trial of a food waste recycling service inviting more than 1,000 households in Kingsbury to participate • Introduction of the Single-Use Plastic Free Events Policy for Council events and events held at Council sites • A Single-Use Plastic Logo Competition run by Council for Darebin schools from September to December 2017, with more than 150 student entries received • Encouragement of Darebin supermarkets and some service stations to eliminate single-use plastic bags • Work with the Municipal Association of Victoria, other councils and the region on the impacts of global recycling issues • Commencement of work on an ambitious Waste Strategy for the Preston East renewal precinct project to investigate optimum waste outcomes • Continued advocacy to the State Government on the use and transparency of landfill levy funds, banning of single-use plastics, introduction of container deposit legislation and the need for urgent action on recycling issues in Victoria • Continued to provide the Darebin Resource Recovery Centre and recycling stations at the Customer Service Centre and Reservoir and Northcote libraries

• Hosted the free Detox Your Home - Household Chemical Drop-Off Day and participated in Clean-Up Australia Day

Water and waterways

Council’s Water Strategy, Watershed: Towards a Water Sensitive Darebin 2015-2025 marks a turning point for Council in managing water from a water sensitive, integrated, whole-of-water cycle approach.

Key actions in 2017–18 include: • Construction of five new raingardens in Preston and Thornbury and about 35 passively irrigated tree pits across Darebin, and development of a prioritisation plan and tool for future Water Sensitive Urban Design work • Adoption of an Environmentally Sustainable Development Clause (22.12) in the Darebin Planning Scheme to create an environmentally sustainable city. This clause requires developments to achieve best practice from design through to construction and operation. • Finalised work on the $1.3 million Integrated Water Management Project at John Cain Reserve (Darebin International Sports Centre). The project included Darebin Creek health protection, flood mitigation, water harvesting, treatment and storage, irrigation and low water use species planting that will deliver a saving of up to 15 megalitres per annum of potable water • Continued work with the Merri Creek Management Committee to deliver the Waterwatch program, a citizen science program that helps monitor and run activities along Darebin and Merri creeks • Launched Stage 1 of Darebin’s Water Map, an online interactive water map that showcases Darebin’s water sensitive city features – go to http://water.darebin.vic.gov.au • Conducted an annual monitoring program to investigate water quality in Edwardes Lake – this work will continue throughout 2018–19 • Initiated a partnership with La Trobe University to design water improvement projects to benefit the Darebin Creek • Received partnership funding from Melbourne Water to engage a Water Sensitive Urban Design Engineer for two years • Confirmed the feasibility of having treatment wetlands and stormwater harvesting at TW Blake Reserve and proceeded with design for further park spaces

Sustainable Planning and Transport Darebin’s population is increasing, with greater density, smaller households and growth in car ownership.

During 2017–18, Darebin spent approximately $5 million on programs and projects designed to promote and improve access to walking, cycling and public transport.

The Environmentally Sustainable Design Policy was approved by the Minister for Planning in August 2017. This will allow greater scope for more bike parking in developments.

Some planning applicants have committed to installing electric vehicle charging points, but it will be a few years before these developments are constructed.

The Nightingale 2, which is the first car free development in Darebin is under construction in Fairfield.

Significant integrated land use and transport planning continued in the urban renewal precinct project in Preston East, as follows: • The Waste Strategy is looking at ways to achieve zero waste, and similarly the Energy Strategy is aiming to achieve zero carbon and 100% renewable energy. • A more detailed transport network and indicative street designs are being developed to prioritise people and public transport movements within the new urban precinct. • Experts from the local community participated in a Preston East Hack event which brought additional ideas in achieving an active and green urban neighbourhood, and will form the basis for the structure and implementation plan.

Key actions in 2017–18 include: • Provided an additional 410 metres in length of new shared path, which increased the total length of shared path to 31 kilometres • Partnered with Melbourne Water to reinstate more than two kilometres of improved wider shared path, access paths, wayfinding and vegetation following replacement of the St Georges Road water main • Installed 71 new bicycle parking racks, creating 142 extra spaces, and two new bike repair stations • Partnered with Reservoir West Primary on the pilot active travel Octopus School – one-third of students rode on Ride2School Day, students and parents participated in designs for safe travel road paintings and a school active travel mural, and the school received a bike fleet and bike shed to help them run BikeEd courses. This partnership will continue in 2018–19 with two new safe crossings scheduled for construction • Worked with schools on cycling events, with 20 primary schools holding Walk to School Month events, and Thornbury High School running a pilot On Ya Bike Course for years 7-9, and provided bicycles and helmets to Preston West Primary School for active travel initiatives • Ran 13 Bike Skills Workshops for adults, with 158 participants – 72% of course evaluation respondents told us that these workshops were very useful or useful in encouraging them to ride more often • Improved safety of walking and cycling crossing locations at 16 locations • Engaged with the community to develop a concept plan for a new Streets for People corridor in Northcote and Thornbury where walking, cycling and green space take priority • Approved 15 new car share spaces • Established Darebin Nature Trust

Open Space Strategy

We reviewed Darebin’s Open Space Strategy during 2017–18 to ensure future works in open spaces are viewed through a lens of biodiversity and response to the climate emergency. The strategy will set out a plan for strategic land acquisition for new public open spaces as well as land for biodiversity conservation. This strategy will feed directly in to the process of developing an Open Space Levy and a Development Contributions Plan. 75

Darebin Nature Trust

During the year, Darebin established the Darebin Nature Trust, a group of nine community experts in field conservation and biodiversity. This initial group will set up the framework, structure and their long-term work, which includes selecting and prioritising land for conservation to add to the open space network.

Green space and biodiversity

Council planted 3,000 trees in streets, parks and bushland across the municipality. More than 3,000 trees were given to residents and community groups. Bushland Management held 14 community events throughout the year.

Council adopted a Natural Heritage Strategy in 2015 and it guides how we will manage Darebin’s natural heritage for the next 10 years. It works in concert with Darebin’s Urban Forest Strategy and the GreenStreets Streetscape Strategy 2012–20.

Approximately 14 per cent of land in Darebin is open space and almost half of this is conservation reserve, ranging from wetlands to protected bushland, grasslands and creeks. Council committed to the policy principle of a net increase in green open space in Darebin, and confirmed the membership of the newly formed Darebin Nature Trust in June 2018, to ensure that green space provision parallels Darebin’s growth and achieves best practice outcomes for our environment and growing community.

Sustainable Food

The third year of the Urban Food Production strategy focussed on the following key projects, which fulfil the objective of creating local food systems which are secure, healthy, sustainable and fair. • Council helped establish the Alphington Community Food Hub through funding for a business plan and capital for site preparation at the Melbourne Innovation Centre. Sustainable food enterprises located at MIC are collaborating with the weekly Alphington Farmers Market to connect the community with sustainable and ethical food producers. • The Community Food Systems Alliance project was completed. Recommendations for supporting food system projects and community gardens in disadvantaged areas will feed into the 2018 Urban Food Production Strategy review. • Council provided ongoing support for the Darebin Fruit Squad, resulting in over 2200 kilograms of harvested fruit distributed to the disadvantaged through the Darebin Information Volunteer Resource Service emergency relief (more than 10,000 kilograms since the program began) and expansion of the program to other municipalities and national media coverage. • 60 people attended ‘The Business of Food Women in Business’ event with Devita Davison, Co- Director of FoodLab Detroit, USA. • Almost 450 people participated in the 35 events held as part of the first joint Darebin/Moreland Backyard Harvest Festival in Spring. A further 87 attended the four additional Darebin Backyard Harvest Festival events held in conjunction with the 2018 Homemade Food and Wine Festival in May–June.

Community and engagement

Thousands of people were engaged in our environmental programs over the year, including the ongoing Sustainable Homes and Communities Program, which includes the Community Leaders in Sustainability Course.

The Darebin Environmental Reference Group continued to provide excellent advice to improve our community engagement.

Green Business We continue to deliver sustainable business initiatives to support and promote opportunities. Key highlights in 2017–18 include: • two green business networking events • a 'Sustainability Matters' event showcasing local sustainable business champions with 80 attendees • 20 Light$mart LED installations – the mix of businesses participating in the program included retailers, manufacturers, schools and not for profit organisations • 28 businesses were added to the Green Business Directory and received ‘We are Greening our Business’ certificates • facilitatation of seven solar installations, including assisting a Preston business with a 400 kilowatt system, the largest in Darebin.

Goal 2 – Opportunities to live well

We will improve the wellbeing of people in our community by providing opportunities for them to live their lives well

Strategy 2.1: We will ensure health and social services meet our community’s needs across their life-course Strategy 2:2 We will expand opportunities for participation and social connection through sport, physical activity, arts, culture and other leisure activities Strategy 2.3 We will expand life-long learning opportunities, to enable local people to learn, develop their interests, and secure good quality work

There are 36 actions listed under Goal 2 in the Council Plan Action Plan for 2017–18. The following section lists Major Initiatives from the Budget and Highlights from the Action Plan. Progress comments on all 36 can be found on our website at darebin.vic.gov.au/CouncilPlan.

BUDGET ALLOCATED TO GOAL 2

Net cost 2017–18 $’000 Actual 16,412 Budget 17,912 Variance 1,500

MAJOR INITIATIVES FROM 2017–18 BUDGET FOR GOAL 2

Major initiative STATUS 2017–18 progress Build a new multipurpose indoor and outdoor 60% A project scope to build four indoor netball courts sports stadium – a premier facility for women’s and stadium was presented to Council on 12 June sport – at John Cain Memorial Park in Thornbury 2018 as part of the overall Women's Multi Sport (this is a four-year initiative) Stadium development at 281 Darebin Road, Thornbury. For more information, see Big Action 7 on page 80. Redevelop the Northcote Aquatic and Recreation 90% Works to develop a feasibility study on Centre into a state of the art aquatic facility to give redevelopment options for the Northcote Aquatic new life to a facility that supports the health and and Recreation Centre are nearly complete. For wellbeing of our community (this is a multi-year more information, see Big Action 7 on page 80. initiative) Increase physical activity and involvement in club 80% A review of the sporting subsidy arrangements has based sport, and reduce barriers, especially for begun to give higher weighting to inclusivity. women and girls, and low income residents by Further review and planning are required and this providing facilities and programs, reducing barriers will be completed in 2018–19. (such as perceptions of safety at grounds), reviewing sporting fees and charges Develop a comprehensive lifelong-learning strategy 70% Various consultation activities occurred with more that incorporates both Council, community and than 350 community members, with feedback and educational services, programs and activities demographic analysis being used to shape the draft strategy to be completed next financial year. Activate Darebin with arts and culture and 90% Work included development of strategic plans and encourage a spread of activity across the refreshed visions for Northcote Town Hall, Darebin municipality, throughout the calendar year, at all Arts and Entertainment Centre and Bundoora times of the day and night, and increasing its Homestead Art Centre. For more information, see visible presence Big Action 10 on page 86. 78

Major initiative STATUS 2017–18 progress Diversify and increase library use by using 70% Purchasing of updated self-serve borrowing kiosks technology to make library services accessible; is underway and wireless networks have been creating destinations that support flexible, redesigned and upgraded to improve speeds for individual and community learning and work; and library customers. The website refresh will be growing the formats in which materials, completed in 2018–19. information, services and programs are provided

SERVICES FOR GOAL 2

While all departments contribute to the achievement of each of our goals, these services specifically relate to Goal 2. Note: An organisational restructure during 2017–18 resulted in some areas moving to different portfolios. The portfolios below align with the 2018–19 budget, and are consistent with the Council Plan 2017–21. They equate to the dollars in the 2017–18 budget allocation

Service area Description of services provided Net cost of providing this service in 2017–2018 Budget Actual Variation $'000 Opportunities to live well Aged and Provides a range of services to assist older people and those with a 7,672 disability disability and their carers, who wish to live independently and 6,024 remain active in the community. Services and activities include 1,648 general home care, personal care, respite care, home maintenance, housing support, dementia care, meals and community transport. Families, youth Responsible for a mix of service delivery, policy and community 4,526 and children partnership projects that target Darebin’s children, youth and their 4,406 families. It includes early childhood resource and liaison, help for 120 early years services to support children with additional needs, a centralised registration service for kindergarten and child care services, supported play groups, toy library, maternal and child health services, an immunisation program, family support services and youth services. Recreation and Recreation policy, planning and programming; facility management; 1,359 leisure sports development and liaison; specialist recreation programming 1,867 for disadvantaged groups and individuals; and information provision. (508) Responsible for Council’s major recreation facilities at the Darebin Community Sports Stadium, Darebin International Sports Centre, Northcote Aquatic and Recreation Centre and the Reservoir Leisure Centre. Learning and Responsible for our library services at Fairfield, Northcote, Preston 4,354 libraries and Reservoir and our virtual library at 4,114 www.darebinlibraries.vic.gov.au. 240

BIG ACTIONS FOR GOAL 2

Legend

On Track Getting there, some obstacles Well behind schedule

Big Action 6: Create a new park, playground, oval and children’s hub on the site of the old Ruthven Primary School in Reservoir

Status: This site is now safe and accessible to the public thanks to a number of maintenance improvements that have been made whilst the longer term planning for the site progresses.

In 2017-18, work towards this goal has been focused on community consultation and research to understand community needs and aspirations. Investigations will continue in 2018-19 with outcomes used to inform future options for the site and to support the Community Reference Group.

Big Action 7: Build a multi-sports stadium

Status: The project scope to build four (4) new indoor netball courts and stadium was approved by Council in June 2018 as part of the Multi Sport Stadium development at 281 Darebin Road, Thornbury. Design for the four outdoor courts has been completed with Council aiming to have a contractor engaged by September 2018. Design of the Multi Sports Stadium facility has also commenced.

Big Action 8: Renew the Northcote Aquatic and Recreation Centre

Status: The project scope for the development options for the Northcote Aquatic and Recreation Centre feasibility study is near completion. Consultation with the community seeking views on the Centre and its services has been completed with information being prepared for Council.

Big Action 9: Reimagine and revitalise seniors clubs

Status: This is being considered as part of the Age Friendly Darebin Review initiated in May 2018.

HIGHLIGHTS AND ACHIEVEMENTS FOR GOAL 2

Changing Places

A $100,000 grant was secured from the Department of Health and Human Services to build a Changing Place facility in Preston, the first of four to be built across Darebin. During the year, community consultation assisted in the identification of the four locations and designs were completed for the Preston facility, to be built in 2018–19. Changing Place facilities are fully accessible public toilets with change tables and hoists for people with severe or profound disability.

Opening East Preston Community Centre

Council commenced service delivery at the East Preston Community Centre. The Centre improves accessibility of services to the east Preston and surrounding community. This includes maternal and child health, employment support programs, exercise classes, homework clubs and housing support services.

Our immunisation rate a good health outcome

Darebin’s immunisation rate at 30 June 2018 was 94.6 per cent, higher than the Victorian (92 per cent) and Australian (92.6 per cent) figures. This represents a good health outcome for our local community and reflects the work done by Darebin staff to promote the importance of vaccination, which included speaking at four early childhood educator network meetings and also providing individual support to early years educators on addressing barriers to vulnerable families accessing immunisation sessions.

This Place

A new arts initiative, This Place, invited 10 Darebin artists to tell stories about familiar and iconic places within the City of Darebin. Artists included comedian and actor Denise Scott, journalist/writer and former speechwriter to Kevin Rudd, James Button, singer/songwriter Kutcha Edwards and photographer Ponch Hawkes. This Place was first run in 2017 and expanded this year to include visual artists. Their work can be viewed on the Darebin Arts website: darebinarts.com.au/programs/this-place/.

Darebin Play Maps

Darebin Council is a signatory to the Victorian Child Friendly Cities and Communities Charter which underpin this project and the work of the Council more broadly. During 2017–18, Darebin Council developed seven play maps and planning is underway to expand the project to a further seven maps. Play is so important for children’s health, wellbeing, learning and development. These maps are a celebration of simple, inexpensive ideas to get all children playing, while exploring all the wonderful places and spaces that Darebin has to offer. Consultation with children and families across Darebin formed the backbone of the Darebin Play Maps which are designed to be used by children and families to stimulate ideas and mark out the local spaces where children love to play.

New outdoor sports facilities

A new green outdoor gym was built in partnership with Reservoir High School and future green gym sites have been identified as part of our commitment to give residents access to more free gym equipment.

Three synthetic soccer pitches were installed at the Darebin International Sports Centre to provide a sustainable playable surface that meets modern playing standards.

SETBACK FOR GOAL 2

Audit of six seniors centres Our audit of six senior’s centres, with a view to developing a plan for their renovation, has been deferred to 2018–19 so that it can be considered as part of the Age Friendly Darebin Review.

CHALLENGES FOR GOAL 2

Keeping up with community growth and diversity The city’s population is growing and our resident numbers are expected to increase by approximately 45 percent (75,565 people) over the next 24 years. The 2017 ABS Estimated Resident Population is 158,553 and is expected to increase to 230,118 by 2041.

We are home to one of the largest and most diverse communities in Victoria in terms of culture, language, religion, socio‐economic background, employment status, occupation and housing need.

Keeping up with the growth and diversity of our community is a challenge for many of our services that improve the wellbeing of people. For example, the growth in the participation of girls and women in sports has been significant, highlighting the need for our facilities to be able to accommodate everyone.

PERFORMANCE INDICATORS AND RESULTS FOR GOAL 2

Performance indicator Annual Target 2018 Result Previous results Status Increase immunisation rates to 95% as per 95% Darebin 95% 93% 2017 Met the WHO Global Vaccine Action Plan 93% 2016 Victoria 93% 91% 2015 Source: Australian Childhood Immunisation Register - Local Government Report 2018

Performance indicator Annual Target 2017–18 Previous years Status result Increase healthchecks (Participation in Increase 81% 2016–17, 77%, Met the Maternal and Child Health Service) 2015–16, 80% 2014–15, 76% Source: Child Development Information System 2017–18

Performance indicator Annual Target 2017–18 Previous years Status Maintain high levels of satisfaction in Above 90% 97% 2016–17, 90% Met festivals and events 2015–16, 95% 2014–15, 92% Source: Darebin City Council Community Satisfaction Survey 2017–18

Performance indicator Annual Target 2017–18 Previous years Status Maintain high levels of satisfaction in Above 85% 86% 86% 2016–17 Met Aged Care (satisfied with service is 86% 2015–16 considered a rating of ‘good’ or ‘very good’). 88% 2014–15 Source: Internal Council survey 2018.

Performance indicator Annual Target 2017 Previous years Status Increase Kindergarten participation Above 87% (2016 91% 2016, 87% Met result) 2015, 89% 2014, 89% Source: Darebin Early Learning Profile 2017, Department of Education and Training

SOME FUTURE PLANS FOR GOAL 2

• Lead the partnership with immunisation teams and early years services in the North West region to ensure children holding a health care card are immunised • In partnership with Northland Shopping Centre, deliver the First Step Job Ready Employment Program to increase young people’s employability • In consultation with the community, commence development of a detailed design for the Multi-Sport Stadium in Thornbury • Develop the ‘garden gate to plate’ link between the Bundoora Park Farm and Bundoora Park Café by providing farm-fresh produce in the café • Develop and put in place a service agreement with Reservoir Neighbourhood House to support it becoming a food hub for the Reservoir community

Goal 3 – A liveable city

We will ensure our planning system facilitates high-quality and sustainable development that extracts social, environmental and economic benefits for our community

Strategy 3.1: We will encourage and facilitate appropriate high-quality development in identified areas to create opportunities for living accessibly to public transport, infrastructure, open space and attractive, safe public areas Strategy 3:2 We will support our creative industries to ensure the city grows as a significant arts and creative centre Strategy 3:3 We will manage local roads, buildings and public spaces to make our city safer, cleaner and more attractive

There are 30 actions listed under Goal 3 in the Council Plan Action Plan for 2017–18. The following section lists Major Initiatives from the Budget and Highlights from the Action Plan. Progress comments on all 30 can be found on our website at darebin.vic.gov.au/CouncilPlan.

Budget allocated to Goal 3 for 2017–18

Net cost 2017–18 $’000 Actual 20,687 Budget 19,676 Variance 1,011

MAJOR INITIATIVES FROM 2017–18 BUDGET FOR GOAL 3 Major initiative STATUS 2017–18 progress Finalise a vision for a new suburb around Northland which 100% An Economic and Employment Strategy (stage 1) has could eventually cater for over 20,000 new residents over been completed. the next 20 years. The largest urban renewal project in 80% The T.W. Blake concept plan has been consulted on in Melbourne’s north for decades, it will include new accordance with the Engagement Strategy. Following the housing, public transport, business, community facilities, feedback provided from the consultation process, creative spaces and open space. Council is now working on further developing the concept plan. 50% A Public Realm and Open Space Strategy has been partly progressed, but is still on track to be included in community consultation as part of the future structure plan consultation. Advocate for Victorian Government level crossing 100% Council continued to work with the Level Crossing removals to be elevated, so they can include three extra Removal Project Team and their partners to identify removals (Cramer St, Oakover Rd, Bell Street and Murray opportunities. This project will continue in 2018–19. Rd) and use the opportunity to renew the Preston and Reservoir shopping areas to create more vibrant, safer, public spaces and better walking and cycling Collaborate with the Victorian Government to plan a 85% Council proactively drove conversations with significant, integrated and high quality social and private stakeholders within Oakover Village, including housing development at Stokes and Penola streets (in advocating for positive outcomes for existing residents Oakover Village), Thornbury to be rehoused in social housing at Stokes and Penola streets in Thornbury. Support a diversity of artists and creative organisations 100% A number of initiatives have been trialled in arts venues across all career stages and practices, through the with a view to implementing them permanently if provision of dedicated arts and cultural spaces locally and successful. These include an Event Partnership Program, by creating diverse and flexible investment models and Risk Residencies, Quick Response Program and Co- programs working Spaces.

Major initiative STATUS 2017–18 progress Reduce crash rates on roads by introducing traffic 95% We investigated the issues at nominated high-risk management measures on the highest risk roads locations and concluded a community-led approach was more appropriate for the following areas: Reservoir (Cheddar Road to Plenty Road area), Northcote (Mitchell and Bastings Streets) and Thornbury (Clarendon Street between Dundas Street, Darebin Road, High Street and Station Street). As a result of community feedback, project design will occur in 2018– 19, ready for construction in 2019-20. Projects at high- risk locations completed in 2017–18 were: Massey Avenue/Broadhurst Avenue roundabout in Reservoir; McFadzean Avenue corridor based road safety project in Reservoir; Mansfield Street corridor based road safety project in Thornbury; and Stage One of Springthorpe Boulevard works in Macleod. The eastern side of the South Morang rail corridor in Thornbury and Northcote is being addressed through the Streets for People project.

SERVICES FOR GOAL 3

While all departments contribute to the achievement of each of our goals, these services specifically relate to Goal 3. Note: An organisational restructure during 2017–18 resulted in some areas moving to different portfolios. The portfolios below align with the 2018–19 budget, and are consistent with the Council Plan 2017–21. They equate to the dollars in the 2017–18 budget allocation

Service area Description of services provided Net cost of providing this service in 2017– 18 Budget Actual Variation $'000 A Liveable City City development Provides support and advice to Council with respect to the 4,271 and health Darebin Planning Scheme (Strategic Planning) as well as 4,106 delivering services to ensure compliance with building 165 legislation and industry standards (Statutory Planning). Responsible for Council’s environmental health service (enforcement of the Food Act, Health Act, Tobacco Act and Environmental Protection Act and associated regulations). Creative culture Provides a program of arts and cultural events and activities 4,417 and Events and develops policies and strategies to facilitate arts practice 4,417 in the municipality. Management and programming of the 0 Bundoora Homestead Art Centre and the Darebin Art and History Collection, and coordination of Darebin Arts Centre and Northcote Town Hall Arts Centre and community hubs. Facilities and Responsible for planning, management and maintenance of 10,743 infrastructure roads, footpaths, drains, bridges, facilities, properties as well 11,430 management and as network of street, directional, parking, regulatory and (687) maintenance advisory signs. Oversees and coordinates the delivery of the capital works program including the delivery of major infrastructure projects. 85

Service area Description of services provided Net cost of providing this service in 2017– 18 Budget Actual Variation $'000 Civic compliance Responsible for Council’s animal management, Local Laws, 245 Planning Enforcement, Traffic Enforcement and School 735 Crossings Supervision Service. (490)

BIG ACTIONS FOR GOAL 3 Legend

On Track Getting there, some obstacles Well behind schedule

Big Action 10: Reinvigorate the Darebin Arts Centre

Status: The Darebin Arts Centre Strategic Plan is being finalised. This follows the completion of a ‘current state review’ of the venues. The Plan will detail a refreshed vision and strategic approach for the venues that will activate the spaces in line with artists, audiences and Council’s commitment to creative industries.

Big Action 12: Expand our land subdivision levy Status: Council’s current land subdivision levy (Open Space Levy), collects funds for new and improved open space capacity to help meet the needs of our growing population. To support this, the Open Space Strategy is being reviewed – this will also include recreation and biodiversity. To date, a detailed analysis of current and future needs and broad community consultation to understand aspirations and needs right across the City has been completed.

Big Action 13: Create a Developer Contributions Scheme Status:

Council has commenced work on the creation of a Developers Contribution Scheme. This is a major project that will continue in 2018-19.

Big Action 14: Create a new suburb for Northland

Status:

Council’s community engagement has focused on gathering ideas and community aspirations for a new suburb within the Northland Urban Renewal Precinct in East Preston. The engagement process has informed the development of a vision for the Precinct. A range of research and technical work has also progressed which will inform the new Structure Plan (this will guide future development at the site). This work will continue in 2018-19.

Big Action 15: Use the opportunity created by the Government’s removal of road and rail crossings

Status:

Advocacy for the removal of level crossings has been a high priority for Council and will continue to be so in 2018-19. Council has called for the State Government to ensure that the Reservoir level crossing also includes improvement of the road network and creation of a new city heart by connecting Edwardes Street and Broadway for pedestrians through a major public space.

Council is calling for level crossings at Preston including Oakover Road, Cramer Street, Murray Road and Bell Street to be removed with an elevated rail solution to improve connectivity and public space through Preston. Council is also working closely with the Rail Crossing Authority (LXRA) to ensure that disruptions associated with the Grange Road level crossing removal works, are reduced; and improved public spaces, cycle and pedestrian connections are included in the design.

Big Action 16: Develop a plan for the revitalisation of central Preston

Status:

Council has prepared engagement plans to help shape a vision for the Central Preston Precinct and is seeking specialist advice which, along with community feedback will be used to explore how this precinct could be revitalised over time. This project will have several stages over multiple years resulting in the development of a Structure Plan. This will become part of the Planning Scheme and inform how the area develops. Council has also partnered with the Victorian Planning Authority to review the planning controls and future opportunities at the Preston Market site, which plays a key role in the heart of Central Preston. This work will continue in 2018-19.

HIGHLIGHTS AND ACHIEVEMENTS FOR GOAL 3

Preston Central

Work towards planning for improvements to Preston Central progressed well on this multi-year project including preparation for community engagement. During 2017–18, Council’s focus was advocating for the State Government to significantly improve the Reservoir Junction when it removes the level crossing. In regard to the redevelopment of Oakover Village, Preston, we Council developed technical guidance to inform future development plans on this site.

Creative spaces in new buildings

Darebin's Creative and Cultural Infrastructure Framework, which will ensure consideration of new 87

creative spaces in new buildings, masterplans and developments, was adopted by Council on 19 March 2018 and implementation has commenced.

Affordable housing

Affordable housing is a critical issue for Darebin. At June 2018, only 1.9 per cent of all rental housing in Darebin was affordable, compared with 4.5 per cent across metropolitan Melbourne. During 2017–18 Council commenced community consultation and discussions with state government on a long term leasing arrangement for Council land in Townhall Avenue, Preston for an affordable housing development. This is a significant step towards achieving our aspirations of increasing the supply of affordable housing in Darebin, and provides an opportunity for the community to be actively involved in that decision. Council will work with the Lord Mayor’s Charitable Foundation Affordable Housing Challenge on exploration of a leasing opportunity, subject to Council’s decision following community consultation.

SETBACKS FOR GOAL 3

Preventing Violence Against Women Action Plan

The Preventing Violence Against Women Action Plan was not finalised by June, as expected, but is anticipated to be completed late 2018. Despite this, some good work was done during the year, including supporting the graduation of 24 women from the Global Sisters Sister School, conducting a five-week business education program for women experiencing employment disadvantage and hosting a Darebin Women's Leadership Networking Event attended by approximately 50 women and the International Women’s Day event attended by 150 women.

CHALLENGES FOR GOAL 3

Results at VCAT

During 2017–18, fewer than half of Darebin’s contested decisions on planning applications were supported by VCAT (the Victorian Civil and Administrative Tribunal). There were 113 planning appeals lodged. Of these, we settled 25 and had our decision upheld for 37 out of 88 appeals.

While the Know Your Council website indicates that our success at VCAT has been lower than other similar councils, Darebin’s 2017–18 result is an improvement on the previous financial year, when 91 appeals were lodged, with Council settling 16 and having its decision supported for 35 out of 75 appeals.

In 2017–18, Council commenced a review of its Planning Scheme. The review will continue into next year.

Managing development and community expectations

The city’s rapidly growing population is translating into a shift in the types of housing being built in Darebin, with new dwellings increasingly in the form of apartments. We estimate that more than 1,000 new dwellings a year would be required to cope with our forecasted population increase from 158,553 (2017 ABS estimated) to 230,118 by 2041.

This level of development pressure and change is challenging for the community to accept, as it is mainly occurring around activity centres and along transport corridors. As a result, we have experienced an increase in the number of enquiries, complexity of issues and workloads in managing increased development pressures. We will increase our community consultation and engagement in this area. 88

PERFORMANCE INDICATORS AND RESULTS FOR GOAL 3

Performance indicator Annual Target 2017-18 Previous results Status Maintain satisfaction with public 85% 96% Nil Met arts and cultural infrastructure (agreement level that this ‘makes Darebin a better place to live’) Source: Darebin City Council Community Satisfaction Survey 2017–18

Performance indicator Annual Target 2017–18 Previous years Status Maintain satisfaction with local roads Above 80% 82% 2016–17, 82% Met 2015–16, 84% 2014–15, 82% Source: Darebin City Council Community Satisfaction Survey 2017–18

Performance indicator Annual Target 2017–18 Previous years Status Reduce crash rates on highest risk Reduce rates 36 fewer N/A, (the 2017– Met roads crashes per 18 figure is an year (on average of results speed reduced since traffic roads) treatments were applied). Source: Vicroads crashstats website (multi-year averages on locations used to compare rates)

Performance indicator Annual Target 2017–18 Previous years Status Improve or maintain satisfaction 80% Ave is 84% Nil Met with public spaces (across four (Graffiti 81%, categories) Street-lighting 83%, Litter collection 84%, shopping strips 89%) Source: Darebin City Council Community Satisfaction Survey 2017–18

Performance indicator Annual Target 2017–18 Previous years Status Improve people’s perception of 80% 81% 2016–17: 71.3% Met safety (at night) 2015–16: 78.2% 2014–15: 73% Source: Darebin City Council Community Satisfaction Survey 2017–18

FUTURE PLANS FOR GOAL 3

• Complete the investigation of the Northland Urban Renewal Precinct (a new suburb in Preston East), develop a draft structure plan, and advocate for good public transport links to service the area. • Ensure Preston Market and its neighbourhood thrives into the future, including the continuation of work with the Victorian Planning Association and the community to review the planning controls and future opportunities at the site. • Work closely with the State Government to advocate for significant improvements at Reservoir Junction and Preston at the same time as removal of the level crossing. • Complete the restoration of the FIDO public artwork located in Fairfield. • Renew three special rates schemes to enable traders associations to continue improving and marketing key activity centres. • Prepare a Local Law to assist Council to better manage construction in the Public Realm.

Goal 4 – A strong economy

We will support and attract a diversity of local businesses and industries by fostering an environment in which they can thrive. Strategy 4.1: We will foster an environment that ensures our local businesses succeed – from large industries to microbusiness and freelancers Strategy 4:2 We will enable and activate space, including vacant shop fronts and council facilities, to accommodate different businesses and industries Strategy 4:3 We will pursue regionally significant economic opportunities to drive growth and sustainability for our region

There are 16 actions listed under Goal 4 in the Council Plan Action Plan for 2017–18. The following section lists Major Initiatives from the Budget and Highlights from the Action Plan. Progress comments on all 16 can be found on our website at – darebin.vic.gov.au/CouncilPlan.

Budget allocated to Goal 4 for 2017–18

Net cost 2017–18 $’000 Actual 1,177 Budget 1,052 Variance 125

MAJOR INITIATIVES FROM 2017–18 BUDGET FOR GOAL 4 Major initiative STATUS 2017–18 progress Increase local business of all kinds, including the 90% We collated information to develop a plan of micro businesses and freelancers, social proposed changes to managing freight on our enterprises and Non-Government Organisations network. that are arising in our increasingly service based 100% We ran a purchasing and procurement event economy. entitled ‘Doing Business with Darebin’ on 31 100% January 2018, with 29 registered attendees. We partnered with Melbourne Polytechnic to deliver ‘Pitch It’, (a program for entrepreneurs and start-ups). We also partnered with LaTrobe University School of Social Business to deliver a social enterprise workshop in May 2018. Assist businesses to increase local employment, 100% Council promoted and participated in various including through the uptake of Federal and State programs and initiatives during the year to government funding for employment and skills encourage local employment. This included a training opportunities. Northern Jobs Fair, a local careers expo and a local Employment Industry forum introducing local businesses to Darebin’s employment service providers. Council also participated in The Bridge ‘Step up to Work’ program and ‘Transition to Work’O program for disadvantaged young people.

SERVICES FOR GOAL 4

While all departments contribute to the achievement of each of our goals, these services specifically relate to Goal 4.

Service area Description of services provided Net cost of providing this service in 2017–18 Budget Actual Variation $'000 A Strong Economy Economic Economic Development develops and implements strategies 1,052 Development and activities to foster and promote a sustainable business 1,177 sector to provide local employment. Work with local trader and (125) business associations to help them improve business performance. Work with neighbouring municipalities to develop and implement regional economic growth.

BIG ACTION FOR GOAL 4 Legend

On Track Getting there, some obstacles Well behind schedule

Reinvigorate the Darebin Arts and Entertainment Centre

Status: See detail in the Goal 3 Big Action section on page 86.

HIGHLIGHTS AND ACHIEVEMENTS FOR GOAL 4

Two festivals come to Darebin

Council attracted the Victorian Fair Trade Festival (4–13 August). It was the first time the event had been delivered outside Melbourne. We also attracted National Freelance Day on 15 March with 202 attendees, 70% from outside Darebin.

Creating partnerships between tertiary providers and local businesses

Pitch IT' is a national award-winning program developed by Council to support bold local thinkers and innovators to create sustainability focused ventures in areas such as new energy technologies, food innovation, security and social business. During 2017–18, we ran a sustainable business pitch competition targeted at local students, entrepreneurs, businesses, not-for-profits and social enterprises. We received 50 entries. Five were selected to pitch their ideas for 10 minutes at Preston Market in May 2018 to win a $20,000 prize. The winning pitch was by CERES 91

Fair Wood to establish a social enterprise focused on selling local farm-grown timber as an alternative to imported timber.

Darebin Export Program

Ten businesses of varying size participated in the Darebin Export Program during 2017–18. The ‘hands-on’ program offered local businesses the opportunity to improve their export capabilities and business growth over a minimum of eight meetings, with an option to access a workshop and networking series. Individual businesses were provided with a free expert facilitator who assessed their business capability for export and provided guidance on general business improvements and efficiencies. The award-winning program has been successfully delivered over the past four financial years, creating 104 actual full-time-equivalent jobs.

SETBACKS FOR GOAL 4

Smart parking pilot

We committed to pilot sensor technology in one activity centre as part of a smart parking pilot. However, further investigation determined that any changes to our approach to managing parking should be considered as part of a review of the whole city to ensure a long term, well informed, strategic approach. The pilot was subsequently abandoned and a Parking Strategy Opportunities and Issues paper is now being developed to inform the preparation of a Parking Strategy in 2018-19.

Permit applications Council continued to work towards streamlining planning regulations for businesses. While the process improvement plan has been activated, there has not yet been an improvement in the permit applications. The improvements have been slowed by IT challenges, which are being worked through.

CHALLENGES FOR GOAL 4

Reaching more local businesses Approximately 58 percent of Darebin’s 13,000 businesses operate from private residences, with the rest working from commercial premises. We need to find more ways to reach these businesses to make them aware we can assist them in areas such as digital access, environmental performance and export capability.

PERFORMANCE INDICATORS AND RESULTS FOR GOAL 4

Performance indicator Annual Target 2017–18 Previous years Status

Increase local businesses of all Increase 12,123 2016–17: 11,396 Met kinds Source: Australian Bureau of Statistics – Business Register 2017–18

Performance indicator Annual Target 2017–18 Previous years Status

Reactivate vacant shops Increase 6 Not applicable Met Source: Darebin City Council Internal records 92

FUTURE PLANS FOR GOAL 4 • Support businesses operating in Council facilities at the Melbourne Innovation Centre in Alphington and the old Police Station at Northcote • Continue our partnership with NORTH Link to advocate for regional economic growth and implementing regional strategies, such as the Melbourne's North Food and Beverage Growth Plan and the coming Parking Strategy. • Implement ongoing improvements to our planning processes to improve the experience of users of the service.

Goal 5 – Involving our diverse communities

We will lead on equity and recognise our diverse community as our greatest asset for solving future challenges. Strategy 5.1: We will ensure our services, facilities and programs benefit all, including our most vulnerable Strategy 5:2 We will bring the ideas of our diverse community into our decision-making Strategy 5:3 We will be responsive and respectful to the current and emerging aspirations of Traditional Owners and Aboriginal and Torres Strait Islander communities in Darebin

There are 29 actions listed under Goal 5 in the Council Plan Action Plan for 2017–18. The following section lists Major Initiatives from the Budget and Highlights from the Action Plan. Progress comments on all 29 can be found on our website at darebin.vic.gov.au/CouncilPlan.

BUDGET ALLOCATED TO GOAL 5

Net cost 2017–18 $’000 Actual 8,947 Budget 9,105 Variance 158

MAJOR INITIATIVES FROM 2017–18 BUDGET FOR GOAL 5 Major initiative STATUS 2017–18 progress Implement our equity and inclusion tool vigorously 87% The Equity, Inclusion and Wellbeing Planning and across the work under this plan to provide access Audit Tool was updated to strengthen its to all marginalised and vulnerable population application of wellbeing and disability groups that are arising in our increasingly service considerations. It will be applied to a large cross- based economy. section of projects, with a view to increase its application to all projects identified in the Council Plan once the new framework has been endorsed in early 2019. Continue to take direct action to support 90% 1. Designs for the John Cain Grandstand marginalised and vulnerable population groups: accessible ramp were finalised, but works have 1. Improve disability access across the city been deferred to align with works associated 2. Provide community grants and other support with the Multi-Sports Stadium. to community organisations 100% 2. Funding was provided to support seven 3. Explore opportunities for a better home for our Darebin organisations to deliver 11 community Intercultural Centre and its programs activities during the Christmas/New Year 4. Review our multilingual telephone service period for residents experiencing food security against the 2016 Census to ensure those with and isolation. low or no English can access our services 50% 3. A needs analysis and service review on our 5. Provide a Darebin rate rebate for pensioners Intercultural Centre was presented to Council 6. Examine opportunities to provide social in October 2017, with the needs and location housing on Council land study to be commissioned in 2018–19 to determine the functional, space and design requirements. 94 100% 4. Processes continued to be reviewed and implemented as per the review. 100% 5. Darebin's rate rebate was provided in 2017– 18. 85% 6. Council has commenced statutory and community consultation regarding the use of one of Council’s car parks for affordable housing. The Lord Mayor’s Charitable Foundation has a $1 million grant available for the selected developer team, should the initative proceed (this sits under Goal 3 of Council Plan).

SERVICES FOR GOAL 5

While all departments contribute to the achievement of each of our goals, these services specifically relate to Goal 5 Note: An organisational restructure during 2017–18 resulted in some areas moving to different portfolios. The portfolios below align with the 2018–19 budget, and are consistent with the Council Plan 2017–21. They equate to the dollars in the 2017–18 budget allocation.)

Service area Description of services provided Net cost of providing this service in 2017–18 Budget Actual Variation $'000 Involving our Diverse Communities Customer This service provides the customer interface for a number of services 2,236 service and a wide range of transactions. Service is delivered via customer 2,043 193 service centres, a telephone call centre, our website and an after- hours emergency service. Equity and This service develops policy and implements projects which address 2,564 Wellbeing disadvantage and make Darebin a healthier, safer and more inclusive 2,423 141 place for all residents. People and Provides support to the organisation on strategic issues such as 2,168 development change management, leadership development and organisation 2,317 (149) development. Communica- Using demographic data to undertake consultation, facilitation, 2,136 tion, advocacy engagement and evaluation to inform the promotion and advocacy 2,163 and of social justice, community inclusion and equity. Work with other (27) engagement levels of government, partners, stakeholders and media on issues that are important to the Darebin community.

HIGHLIGHTS AND ACHIEVEMENTS FOR GOAL 5

Marriage equality

Our advocacy during the marriage equality plebiscite in 2017–18 strengthened solidarity with the LGBTIQ community and demonstrated our commitment. Council voted to raise the rainbow flag until marriage equality became law in Australia and we provided free office space to same-sex marriage campaigners in the lead up to the postal plebiscite.

Youth Citizen Jury

Engagement with young people resulted in the establishment of the Youth Citizen Jury to identify what young people required to succeed in a rapidly changing world. The jury presented a range of recommendations relating to employment, training, education, mental health, housing, social connection and life skills that were endorsed by Council and now guide service delivery to young people.

Aboriginal Maternal and Child Health Project

An Aboriginal Maternal and Child Health Project operated during the year and involved key stakeholders, including the Victorian Aboriginal Health service, Victorian Aboriginal Child Care Agency, hospitals, community health and Council’s Maternal and Child Health service. The project’s aim is to improve access to and participation in universal maternal and child health services by ensuring the service is culturally responsive and provides an integrated approach to Aboriginal families in the ante- and post-natal stages.

SETBACKS FOR GOAL 5

Darebin Arts Centre accessible ramps

One of our actions for this goal was to provide new accessible ramps for the John Cain Grandstand and the Darebin Arts Centre. Designs for the John Cain Grandstand ramps have been finalised and construction is planned for later in 2018, however the works at the Darebin Arts Centre have been deferred to early 2019 due to procurement issues.

Community Engagement framework

We committed to delivering a Community Engagement Framework for 2018–22. This project has been deferred to align with the requirements under the proposed new Local Government Act. A first draft will be completed for public consultation by the end of 2018. The framework plan will include improved ways of engaging with the Darebin community, such as the use of digital channels, listening posts and pop-up activities.

Temporary closure of youth centre

The loss of a dedicated youth centre for approximately 10 months as part of the construction and relocation of ‘The Hub’ at Northland Shopping Centre was a challenge. This reduced service delivery to the community and the ability to regularly connect with young people. 96

CHALLENGES FOR GOAL 5

Supporting refugees and asylum seekers

Darebin has a reputation for taking direct action to support our marginalized and vulnerable population. One of our challenges this year was supporting the wellbeing and rights of refugees and asylum seekers in our community through ongoing advocacy to state and federal governments and working with local services.

Walker Street public housing residents Darebin strongly supports public housing and a challenge this year was advocating for the residents of Walker Street Housing Estate impacted by the public housing renewal process.

PERFORMANCE INDICATORS AND RESULTS FOR GOAL 5

Performance indicator Annual Target 2017–18 Previous years Status Maintain satisfaction with Above 80% 83% 2016–17, 77% Met Council decisions 2015–16, 81% 2014–15, 84% Source: Darebin City Council Community Satisfaction Survey 2017–18

Performance indicator Annual Target 2017–18 Previous results Status

Reduce our community’s reduce and maintain $225K/day 2016–17, $222K/day Met high level of electronic below $ 231K 2015–16, $ 231K/ day gambling machine losses Source: Victorian Commission for Gambling and Liquor Regulation 2018

FUTURE PLANS FOR GOAL 5 • Construct two new disabled parking spaces serving activity centres and schools, to improve safety and accessibility for users • Deliver a feasibility report on the Intercultural Centre with a focus on the functional, space and design requirements as well as a renewal of the vision, service outcomes and potential locations • Deliver a professional development program designed to address inequality in the music industry, targeting early-career music producers • Adopt and implement an Electronic Gaming Machine Policy • Develop a new Aboriginal and Torres Strait Islander Action Plan for endorsement by the Aboriginal Advisory Committee

97 5.1 Diversity report

Darebin is proud to be one of Melbourne’s most diverse areas.

The Wurundjeri people are the original inhabitants and the municipality is recognised as an important area of Aboriginal history and living culture. Today, the Aboriginal and Torres Strait Islander population in Darebin is one of metropolitan Melbourne’s largest. We are also home to people of many diverse races, ethnicities, faiths and beliefs, abilities, gender, sexualities and sex and gender identities, age and occupations, income and lifestyles.

Our Council Plan 2017–21 introduced six goals, one focused on diversity. It states we will “lead on equity and recognise our diverse community as our greatest asset for solving future challenges”.

Equity, inclusion and diversity in action

An Equity, Inclusion and Human Rights Framework was drafted during the year as part of a review of our Equity and Inclusion Policy to align it with the Council Plan 2017–21.

The new framework is underpinned by the Victorian Charter for Human Rights and Responsibilities and state and federal anti-discrimination legislation. It provides closer strategic alignment with the Darebin Health and Wellbeing Plan 2017–21, the Darebin Access and Inclusion Plan 2015-19 and our other social justice commitments. It is operationalised through the Equity, Inclusion and Wellbeing Planning and Audit Tool.

Our work for this period also saw continued application of the Darebin Inclusive Communications Charter www.darebin.vic.gov.au/CommunicationsCharter and internal Diversity Capabilities Framework. For more information about Council strategies, go to: www.darebin.vic.gov.au/strategies.

Aboriginal and Torres Strait Islander community

Approximately 0.8 percent (1,162) of our population are of an Aboriginal and Torres Strait Islander background. This number would increase significantly if we included Aboriginal and Torres Strait Islander people who work, study, access services, and participate in sport, recreation, cultural and social networks in our municipality. Darebin City Council has a long-standing and collaborative relationship with this community and remain proud to lead on Aboriginal and Torres Strait Islander issues. We acknowledge the work and commitment of the Darebin Aboriginal Advisory Committee who provided critical advice over the past year. We also acknowledge the Wurundjeri Land and Compensation Cultural Heritage Council Aboriginal Corporation who continued to provide cultural advice and support as the Traditional Owner representative body.

98 Goal 5.3 of our Council Plan 2017–21 states, “We will be responsive and respectful to the current and emerging aspirations of Traditional Owners and Aboriginal and Torres Strait Islander communities in Darebin”. Work done during 2017–18 towards meeting this goal includes: • updated the Darebin Aboriginal Action Plan • endorsed and commenced implementation of the Darebin Aboriginal and Torres Strait islander Employment Strategy 2017–27 and annual action plan • ceased Darebin City Council’s 26 January Australia Day celebrations out of respect for local Aboriginal and Torres Strait Islander peoples and their broader community as, for them, this date marks the beginning of invasion of Australia and their dispossession of the land • successfully advocated, in partnership with the City of Yarra, the Wurundjeri Council, and community members, for the renaming of the Federal Electoral Division of Batman • continued advocacy for the renaming of Batman Park in consultation with Traditional Owners • launched Deadly Dan, an Aboriginal curriculum to improve health and wellbeing outcomes • exhibition of artist Hayley Millar Barker, My Mirring at Bundoora Homestead and Accession group show featuring works by several Indigenous artists • developed the Darebin Aboriginal and Torres Strait Islander Recognition and Discovery Map to raise awareness of the history, location and services provided by the 22 Aboriginal organisations in Darebin • conducted a Woi Wurrung Digital language workshop and Creation Stories digital book making to enable and encourage children to explore Aboriginal language and stories • supported two Aboriginal and Torres Strait Islander trainees to complete Darebin’s traineeship program, with both receiving a Certificate III in Business Administration, and transitioning into employment within Council – one trainee Jemima Potter was also awarded the Victorian Indigenous Trainee of the Year in May 2018 by the AGA (Apprenticeships Group Australia) • completed groundwork to enable Council’s first Aboriginal and Torres Strait Islander mentoring program to commence in August 2018 for 12 months • employed Aboriginal and Torres Strait Islander people – as at June 2018, there were 13 Aboriginal and Torres Strait Islander people known to be employed at Council • Held a professional development event for 180 early years educators with Wurundjeri Elder, Aunty Joy Murphy on her book Welcome to Country • Delivered Aboriginal Mentorship program for Performance Makers. This new initiative allowed for two Aboriginal artists to develop and present work as a part of the Darebin Arts Speakeasy program under the guidance of professional mentorships, as well as a further two artists to develop work and receive ongoing mentorship assistance.

99 Culturally and Linguistically Diverse (CALD) Community

Approximately 33 percent (48,717)i of our population was born overseas in one of 153 countries. There are 148 different languages spoken in Darebin, with 37 percent (54,319) speaking a language other than English at home and approximately 7 per cent (10,769) having difficulty speaking English.

Darebin assisted its multicultural community throughout the year through: • an in‐house Language Aid Service, also used at Council events • a multilingual telephone line, which received 1,678 calls, an increase from 1,457 the previous year. • the Darebin Intercultural Centre, which provided a dedicated space for monthly events, intercultural development, dialogue, engagement, panel discussions, participation and celebration • the updated Darebin Multicultural Action Plan to guide our work from 2018 to 2020 • engagement with established and newly arrived community members, asylum seekers, refugees and their intercultural and religious leaders (the top six religions are Roman Catholic, Greek Orthodox, Islam, Anglican, Buddhism and Hinduism).

Our employees were born in 51 non‐English speaking countries and 10.3 percent of permanent staff speak a language other than English at home. Darebin strives to employ a workforce that reflects our diverse community. For more information, see our Workplace Report on page 50.

Socio-economic disadvantage and health inequity

The 2016 SEIFA of Relative Socio-Economic Advantage/Disadvantage data shows that Darebin overall has become less disadvantaged. However, there is significant disparity across the city and high levels of disadvantage in parts of Darebin. Approximately one-third (47,551) of our residents earn a low income (less than $500 a week) or no income, and 26 percent of two- parent families in Darebin have no parent in paid work.

The SEIFA Index is derived from attributes such as low income, low educational attainment, high unemployment, jobs in relatively unskilled occupations and variables that broadly reflect disadvantage.

Many Darebin residents experience poor health and wellbeing outcomes as a result of socio- economic disadvantage. Council’s 2017–21 Health and Wellbeing plan seeks to achieve health equity for all by addressing the social conditions that influence health and wellbeing.

For more information visit www.darebin.vic.gov.au/HealthandWellbeing

100 Homeless people and housing stress

The lack of accessible/affordable housing in Darebin is critical and one of the key area on which Darebin advocated with government during the year.

About 80 people sleep rough in Darebin on any one night.

The 2016 ABS Census showed that 972 people were homeless in Darebin, 3,085 Darebin households were on the public housing waiting list and 10,844 households were in receipt of Commonwealth Rental Assistance through Centrelink, an increase of 1,029 households since 2011.

The number of affordable dwellings in Darebin in the private market equates to just 1.9% of all dwellings in the municipality.

The Darebin Responding to Housing Stress Action Plan 2013–17 is on our website www.darebin.vic.gov.au/Housing.

Lesbian, Gay, Bisexual, Transgender, Intersex, Queer (LGBTIQ) people

Approximately six percent of Darebin’s population identifies as lesbian, gay or bisexual. This figure (not inclusive of gender identity or sex characteristics) is likely to be an underestimate, as members of this community do not always disclose due to harassment, discrimination and being subjected to violence. In turn, and despite the LGBTIQ community's strength and resilience, this leads to poorer than average health and wellbeing.

We updated our Sexuality, Sex and Gender Diversity Action Plan to guide the next two years of work (2018–20) in this area.

We raised the transgender flag at Preston Town Hall for the first time on International Transgender Day of Visibility.

Gender equity

Council continued to support women’s participation and leadership in organisations through several platforms, including the Darebin Women’s Advisory Committee and Darebin’s Women’s Leadership Program. At Council, our Executive Team is now 80% female.

The Darebin Gender Equity and Preventing Violence Against Women action plans are currently under review. Further information about this can be found at www.darebin.vic.gov.au/preventingviolence

101 Children

There were 11,055 families with young children in the City of Darebin in 2016, comprising 19 percent of households. Council’s Early Years Strategy 2011–21 responds particularly to the needs of vulnerable children in Darebin (www.darebin.vic.gov.au/Strategies).

During 2017–18, the following professional development programs were provided for early years professionals to build on their capacity to support families: • Respectful Relationships • Exploring the Autism Spectrum • Gender Equity Playspace • Weaving Indigenous Perspectives into Everyday Practice.

People with a disability and their carers

Approximately six per cent (8,774) of Darebin’s population reported in the 2016 ABS Census they needed help in their day‐to‐day lives due to disability. Nine percent (13,672) provided unpaid assistance to a person with a disability, long term illness or old age.

The National Disability Insurance Scheme commenced its roll-out in the North East Melbourne Area, including Darebin, in 2016. By 2019, it is estimated there will be 2,550 participants (people with a disability) funded under the Scheme in Darebin. A further 5,550 Darebin residents with a disability are expected to be ineligible, but still need support from their community.

Find out more about our Disability Access and Inclusion Plan on our website www.darebin.vic.gov.au/strategies.

Supporting older residents in Darebin

There are 20,897 people aged 65 or over in Darebin, representing approximately nine percent of our population. Of these, one-third (7,305) are aged 85 or over.

Council supported older people during the year in a number of ways, including through our Active and Healthy Ageing Advisory Board, which kept us informed on the issues of concern to our older population.

More than 3500 older people were funded during 2017–18 to access seniors clubs across Darebin.

We launched the Older and Active newsletter in January 2018, which made it easier for older people to access relevant, up-to-date information and link to the Older and Active Directory. This newsletter is also available at Council’s customer service centres, libraries and community centres and on the Darebin website. 102 Aged and disability services delivered

A total of 113,797 hours of assistance was provided by Council for domestic assistance, personal care, child, adult and flexible respite care, property maintenance, dementia care, and community transport services.

Year 2015–16 2016–17 2017–18 Total hours 170,507 139,094 113,797

Library services for a diverse community

Library loans of non-English books and materials

Year 2015–16 2016–17 2017–18 Number of loans 85,792 76,819 70,098

Large Print or Audio Library Loans

Year 2015–16 2016–17 2017–18 Number of loans 105,586 117,454 141,787

Home Library Service Patronage

Year 2016 2017 2018 Number of patrons* 61 57 61

* Does not include deliveries to aged care facilities. Darebin Libraries deliver resources to 12 aged care facilities.

Other projects and initiatives to support diversity • Enabling Women Leadership Program delivery, in participation with Women With Disabilities Victoria, City of Yarra, Moreland City Council, Women’s Health in the North • Received Changing Places funding from the state government and completed designs for the first Changing Place in Darebin in 2018 • Darebin SPEAK project to give greater agency and voice to young Somali and Muslim people • Molly Hadfield Social Justice Oration hosted Mama Alto, a transgender social activist and cabaret performer as part of International Women’s Day 2018 • Global Sisters Business Education program delivered to support 30 local, mainly newly arrived and migrant women experiencing employment barriers

103 • ReConnect workshop – series of workshops for young jobseekers to provided resume writing and interview skills • New parents sessions – introduction to the library for Chinese mothers • Eid celebrations – Saturday storytime and Henna hand tattoos activity for families of Muslim and non-Muslim faith • ReSpin gambling awareness talk with reformed gambler Ian Correia as part of Libraries after Dark • Ka-ching! Pokie Nation film screening – an expose on how carefully planned poker machines are programmed for addiction • Constance on the edge film screening during World Refugee Day, a portrayal of one refugee family’s resettlement in Australia • Say No to Racism panel discussion presented by young East African residents • Nevo Zisin – presentation by a transgender activist and writer, who identifies as non-binary, about experiences as a transgender person going through school • Series of talks for seniors on understanding retirement income streams and age pensions • Bundoora Homestead featured Nimbus Studio for artists with a disability under a partnership with Arts Access Victoria • Community submissions training/workshop, in collaboration with the Darebin Ethnic Community Council and other community-based organisations.

104 Goal 6 – A well-governed Council

We will be a leading, modern, and open Council to meet our challenges, now and in the future Strategy 6.1: We will implement the best delivery models to optimise efficiency and value Strategy 6:2 We will find new ways to deliver long-term financial sustainability Strategy 6:3 We will communicate our progress on the actions in this council plan to residents, community leaders, community organisations, business, industry, and Victorian and Federal governments to ensure we can all act together

There are eight actions listed under Goal 6 in the Council Plan Action Plan for 2017–18. The following section shows progress against the Major Initiatives from the Budget and Highlights from the Action Plan. Progress comments on all 8 can be found on our website at darebin.vic.gov.au/CouncilPlan

BUDGET ALLOCATED TO GOAL 6 FOR 2017–18

Net cost 2017–18 $’000 Actual 17,986 Budget 20,968 Variance 2,982

MAJOR INITIATIVES FROM 2017–18 BUDGET FOR GOAL 6 Major initiative STATUS 2017–18 progress Review all our services (across four years of the 75% Three service reviews were completed. A draft Council Plan) to build a flexible and dynamic workplan has been developed for 2018–19, which organisation that can respond to new challenges includes proposed improvements and estimated and deliver services that best meet the needs of cost savings. The application of business our community. improvement methodologies and mapping of key internal processes has also commenced, with processes being documented in Promapp, (Council's process mapping system). Ensure people can transact with us anywhere, 50% Council continued to identify and implement digital anytime, on any device. solutions, including an online platform for kindergarten and child care registrations, online Health Portal and automation of a number of manual processes. Roll out of the Digital Transformation project will be ongoing and be further supported by the implementation of the IT Integration project.

105 Major initiative STATUS 2017–18 progress Regularly update progress on the Council Plan 100% The annual report was submitted on time to the 2017–21 on our website, and keep everyone we Minister for Local Government, prior to the end of work with well informed September 2017. A scorecard on the annual report results was published in the December/January Darebin Community News. The mid-year progress report was adopted by Council on 19 March 2018. A new format for the report was developed for the third quarter report and was submitted for the 21 May Council meeting. All action plan reports have been posted on our website at darebin2021.org.

SERVICES FOR GOAL 6

While all departments contribute to the achievement of each of our goals, these services specifically relate to Goal 6 Note: An organisational restructure during 2017–18 resulted in some areas moving to different portfolios. The portfolios below align with the 2018–19 budget, and are consistent with the Council Plan 2017–21. They equate to the dollars in the 2017–18 budget allocation.)

Service area Description of services provided Net cost of providing this service in 2017–18 Budget Actual Variation $'000 A Well Governed Council Mayor and The Mayor and Councillors are responsible for the governance and leadership 1,710 council of the community, and for providing strategic direction to the organisation. 1,820 (110) Corporate This service includes direct administrative support to the Mayor and 8,247 governance Councillors, coordination of Council and Committee meetings, and includes 5,729 the Chief Executive Officer, Executive Management Team, as well as the 2,518 administration of Council business, policy support and corporate risk. Digital services Responsible for providing computer software and hardware support to the 5,093 organisation and records management. 4,449 644 Financial services Provides financial services and support to internal and external customers and 2,774 includes management of Council’s finances, raising and collection of rates and 2,882 charges, and valuation of properties. (108) Fleet Services Responsible for the oversight of the fleet required to support Council’s service 3,144 delivery. 3,106 38

106 HIGHLIGHTS AND ACHIEVEMENTS FOR GOAL 6

Darebin Kindergarten and Child Care Registration System

An online portal for families registering with the Darebin Kindergarten and Child Care Registration System was launched during 2017–18, providing online lodgement of applications for childcare and kindergarten placement and allowing families 24-hour access to their information and to make changes with improved confirmation and communication with Council.

Appointment of a contemporary and progressive Chief Executive Officer

Sue Wilkinson commenced as Darebin’s Chief Executive Officer in September 2017, following an executive search to find a contemporary and progressive chief executive officer who could respond to the challenges in the Council Plan 2017–21.

SETBACKS FOR GOAL 6

Darebin Council website

We committed to implement ongoing website enhancements to improve the customer experience, provide access to timely information, and enable community feedback. During the year, we did a website functionality review and it identified a number of functionality issues. A decision was made to redevelop website in 2018–19, at the same time centralising it with Council’s many other websites to provide both financial and resource efficiencies, as well as improve the experience for the user.

CHALLENGES FOR GOAL 6

Victorian Government’s cap on rates

Rate capping continued to place constraints on Council’s ongoing financial sustainability and capacity to meet the community’s expectations on the infrastructure and range of services that Council delivers.

Centralised annual revaluation of properties

The move to centralised annual revaluation of properties by the State Government has the potential to reduce the level of customer service delivered to Darebin’s ratepayers who have inquiries or objections on their property’s valuation. Valuations for properties will now be undertaken by contractors engaged by the Victorian Valuer General rather than Council staff valuers and these valuations will be undertaken annually rather than biennially.

107 PERFORMANCE INDICATORS AND RESULTS FOR GOAL 6 There are no performance indicators associated with this target.

FUTURE PLANS • Undertake a review of Council's procurement policy, framework and processes to deliver better practice, improved compliance, enable collaboration with other councils and social procurement outcomes • Complete the IT Strategy and 'Digital First' plan to support Council's commitment to improved customer service, digital initiatives, business efficiency, 'Smart City' innovations and value to the community • Finalise and commence the implementation of the Customer Service Strategy • Expand the use of the Darebin City Council website through automated online forms and payment capability • Progress implementation of the public open space levy and Developer Contribution Scheme

108 6.1 Technology report

Our Technology Report details where we have updated our services and introduced new initiatives in order to keep pace with fast‐moving technological changes and both internal business and external community expectations. We embrace the use of new and emerging technology to ensure our services and programs are relevant, accessible, equitable, inclusive and responsive to the needs of our community.

Online facilities • We introduced a service for community to lodge online applications for childcare and kindergarten placement • Established an online service for lodgment of planning objections • We implemented a user-friendly service map (GIS-based ‘Map Builder’) for use by the community when visiting Council’s website

Mobile facilities

Various enhancements and new initiatives were implemented to improve mobile access for several Council departments. This mobile functionality enables staff members to carry out their work faster and in real‐time, which in turn speeds up the effectiveness of our services to the community.

Examples include: • Capability for mobile street tree inspections by staff and contractors • A mobile solution to manage complaints and incidents related to overhanging branches, articles on footpaths and unsightly property • Implementation of the ‘My Assessor’ solution for delivery of mobile aged care services • Integration of Nearmaps with our GIS platform for map detail enhancement

Enhancements and Upgrades to our Business Systems and Services

During 2017–18, we enhanced, maintained and upgraded many computer‐based business systems that service staff and the community.

Activities included: • We delivered business intelligence dashboards and reporting for Planning applications and Aged Care Services, enhancing business insights and productivity • Completed several upgrades to Council’s core ERP system, Pathway, bringing it up to a current state for improved functionality, supportability and security • Upgraded key systems including those for contract management, electronic tendering and Council’s agenda and minutes management platform

109 Upgrade of IT infrastructure • We established a Microsoft Azure service which will facilitate ongoing initiatives for cloud adoption and IT infrastructure enhancements, to include a new backup solution for business systems and information as well as future Disaster Recovery (DR) capability. • The system that accepts and delivers email between Council and our external contacts/community (known as our email gateway) was transitioned to Microsoft’s cloud service, providing a more secure and robust solution. • The audio and visual equipment in Council Chambers was renewed, with flexible room configuration supported via wireless microphones and live streaming of Council meetings to YouTube for public access. • Interactive displays were deployed to key personnel, meeting rooms and shared spaces to facilitate collaboration and productivity. • Our internet security solution, which protects staff and other internal systems when accessing the internet, was transitioned to a more secure platform.

110 Consultation and engagement summary

A great community can only be built with the assistance of our residents, businesses and ratepayers. As stated in our Charter of Good Governance (page 7), we aim to meaningfully involve the community in our decision‐making processes and in shaping the future vision of our city.

Community engagement is a key step in forming decisions, policies and services that are relevant and responsive to changing needs and expectations. In 2017–18, we undertook more than 60 engagement projects. Below are some of the ways we engaged with the Darebin community.

Northern Pipe trail

In January this year, we kick-started the community engagement process for the Northern Pipe Trail, which is one of the most loved walking, cycling and exercise trails in Darebin and known to many as the St Georges Road Shared Path.

The first stage of community consultation took place over four weeks throughout January – February 2018 and presented a great opportunity to promote the project, understand the community’s experience of the trail and start collecting ideas for improvements.

The project was promoted using the following methods: • mail drop to 20,000 properties within 400m of either side of the trail • creation of a short video which was shared on Darebin’s social media networks • decals installed along the trail • Darebin website and Your Say Darebin project page • Darebin Community News publication • emails to key stakeholders and community groups.

More than 1,000 ideas were collected from the community from consultation process which came from four face-to-face drop in sessions, mapping tool via Your Say Darebin engagement platform, social media, emails and presentations to community advisory committees and groups.

Budget Submission Process 2018–19

Council conducted an extensive community engagement process for the Darebin 2018–19 Budget submission process. We provided a number of ways for the community to get involved, including listening post sessions in each Ward and pop-up sessions at our libraries and at Preston Market, Bundoora Park Farmers Market and Alphington Farmers Market. We also attended a number of community advisory committees. An online submission form also facilitated the process of providing submissions. This resulted in a total of 157 formal submissions being received and considered by Council – and new record for Council.

111 Pender’s Park

Community advocacy and Council’s commitment to the Council Plan 2017–21 resulted in a community-led approach being adopted to develop a masterplan for Thornbury’s Pender’s Park. This approach will set the precedent for how we conduct meaningful engagement in the future.

The initial stage of consultation included a drop-in session and collection of ideas via the ideas tool on Your Say Darebin engagement platform. The Pender’s Park Community Committee made up of local residents was established and the group used the more than 200 comments that were received to develop the vision and design principles to guide the development of the park.

The Pender’s Park Community Committee developed a consultation and engagement strategy in collaboration with Council. This group will now seek feedback from the community on the proposed vision and design principles at an additional drop-in session and through a survey developed by the committee.

This community-led approach will set the precedent for how we conduct meaningful engagement.

112 Advocacy in Darebin

Advocacy is an important component of the work Darebin Council has undertaken during 2017– 18, as we work towards achieving the outcomes that the community needs and deserves.

Darebin Council’s first Strategic Advocacy Framework was executed in July 2017 and outlines Council’s advocacy approach over the life of the Council Plan 2017–21.

Four high-level topic areas were identified: • Better Transport for Darebin • Responding to the Climate Change Emergency • Future of Housing in Darebin • Equitable and Diverse Darebin (Social Justice).

Within each of these topic areas are multiple projects and initiatives that depend on State and/or Federal Government support and funding over multiple years.

Northcote by-election

In September 2017, Council resolved to publicly promote and advocate on local issues in the lead-up to the Northcote by-election in November 2017 as it presented a unique opportunity to progress a number of issues of concern to Council and the Darebin community.

Seven discrete issues were agreed upon, with a range of desired outcomes from funding to policy reform. For simplicity and because of their similarity, two issues were condensed into one topic: Bill Lawry Oval and Multi-sports Stadium (MSS).

By-election campaign issues included: • responding to the Climate Emergency • Multi-sports stadium / Bill Lawry Oval • Bell Street Level Crossing Removal Project • public housing renewal program - Walker Street estate • reducing harm from gambling • transfer of land along creek and rail corridors.

An advocacy plan was developed and implemented in the lead up to the by-election, with key actions including meetings with candidates undertaken by the Mayor and Deputy Mayor, letters to candidates, letters and meetings with relevant Ministers/MPs, media briefings and campaign materials including marketing collateral and social media.

The main successes during this short campaign were: • partnership with Leader newspapers, particularly in supporting the campaign for the multi- sports stadium

113 • positive relationships developed with candidates • strong community involvement, particularly from Walker Street residents, which strengthened the campaign.

After the by-election, the decision was made to reduce the number of advocacy items to no more than three for short campaigns to allow greater traction and coverage.

Ongoing advocacy

Work on Council’s key advocacy areas is ongoing and will be carried out throughout the life of the Council Plan 2017–21.

Beyond the Northcote by-election, advocacy work continued on a number of issues of importance to our residents. Most issues focused on social change and equality, public transport and transport management, funding for a multi-sports stadium and waste management.

Community survey results for the year show community satisfaction on our ‘lobbying/ making representations on key issues’ increased marginally and was in the category of ‘good’.

Multi-sports stadium

We continued to advocate to the State Government for funding for a multi-sports stadium at John Cain Memorial Park in Thornbury.

The stadium will provide a much-needed facility for a range of court-sports, including netball, basketball, table tennis, volleyball and badminton, and will greatly enhance opportunities for women and girls in Darebin to participate in sport and physical activity.

Renaming the Federal electoral division of Batman to Cooper

In November 2017, Darebin Council made a joint submission to the Australian Electoral Commission to rename the Federal Electoral Division of Batman after distinguished Wurundjeri leader Simon Wonga.

We lodged a joint submission on behalf of the Wurundjeri Council and the City of Yarra, following extensive community consultation.

Batman is located in Melbourne’s northern suburbs and stretches through three local government areas – Yarra, Darebin and Whittlesea.

The renaming of the ward was important to the healing and reconciliation process for the Wurundjeri people and the broader Aboriginal community. On 20 June 2018, the Australian Electoral Commission announced it had unanimously agreed to rename the ward, in honour of Aboriginal rights campaigner William Cooper.

We welcome this landmark decision. It shows the concerns of our First Nations people are being listened to at a national level.

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Renaming of Batman Park

On 17 July 2017, Council commenced the statutory process for the proposed renaming of Batman Park in St Georges Road, Northcote.

Community consultation over the previous 18 months indicated support for renaming the park to Gumbri, one of three names proposed by the Wurundjeri Council. Gumbri, also known as Jessie Hunter, was a much loved and respected Wurundjeri Elder.

On 17 July 2018, the Office of Geographic Names announced that it while it was it was supportive of Batman Park being renamed it had decided against renaming Batman Park to Gumbri Park.

While Darebin City Council is very disappointed by this decision we will continue our advocacy to rename the park, working in partnership with the Wurundjeri Council to come up with other naming options.

Marriage equality

Darebin Council strongly supports the wellbeing and rights of our LGBTIQ residents.

In August 2017, Council resolved to reaffirm its long-term support for marriage equality and support the yes campaign in the lead up to the Federal Government’s postal survey held between 12 September and 7 November 2017.

We used various platforms to communicate our support of the yes campaign to the wider community, including flying the rainbow flag above Preston City Hall.

The majority of responses to the survey indicated that the law should be changed to allow same- sex couples to marry, with 7,817,247 (61.6%) responding Yes and 4,873,987 (38.4%) responding No.

The amendment to the Marriage Act 1961 to provide for same sex marriages came into operation on Saturday 9 December 2017.

Public housing

Council continued to advocate strongly to increase social housing across the municipality. We remain firm in our belief that the supply of affordable housing is a responsibility of all levels of government and continued to push the State Government to increase supply and protect existing public housing stock.

Approximately 90 dwellings in Walker Street Northcote have been ear-marked for demolition and replacement as part of the state government’s Public Housing Renewal Program. We are advocating for substantial increases in public housing delivery at this site, and for the State Government to ensure that no residents are needlessly displaced by this process.

115 Council also proactively drove conversations with stakeholders within Oakover Village, Preston, including advocating for positive outcomes on land owned by the Department of Health and Human Services.

Preston Market

Preston Market is one of the most-loved, iconic features of our city and we share our community's deep interest in its long-term future. During the year, we sought the Minister for Planning’s approval to review the Preston Market Incorporated Plan, and update the Darebin Planning Scheme, to ensure the future viability of the market.

We commenced work with the Victorian Planning Authority on delivering community engagement to understand what the community love about the market and established a Community Reference Group to develop a vision and high level principles for the Preston Market precinct. The Victorian Planning Authority expects to deliver its recommendations to the Planning Minister in October 2018.

Level crossings

Council continued to advocate for three additional level crossing removals in addition to Bell Street in Preston at Cramer Street, Murray Road and Oakover Road, using an elevated rail solution, as well as at High Street in Reservoir, and for improved road solutions, urban design and place making. This advocacy will continue in 2018–19.

Public transport • Tram route 11

During the year we advocated to the Victorian Government to undertake works along tram Route 11 (West Preston to Docklands), including the upgrade of the Regent Street terminus and the Reservoir level crossing.

A Federal and State Government Advocacy Plan was developed focusing on extending the tram line from Regent Street to Edwardes Lake Park. This project will continue in 2018–19. As a consequence, The Hon. Jacinta Allan MP wrote to the Mayor in a letter dated 14 June 2018 stating that: “The Victorian Government is future proofing the possibility of the route 11 extension and has taken into account in both the design of the new terminus at West Preston and the level crossing removal at Reservoir Station. If Labor is successful at both the next Victorian and Federal elections then it will be able to work cooperatively with Darebin City Council to deliver the extension to the 11 tram route.”

• Bus services

We continued to advocate to the Victorian Government for an increase in bus service and coverage across Darebin, and attended the Metropolitan Transport Bus Matters forum to plan partnership advocacy with other local governments. Council is currently preparing a partnership advocacy strategy with other local governments. This project will continue in 2018–19.

116 • Route 86 accessible tram stops

We advocated to the Victorian Government to proceed with the design phase for the installation of tram Route 86 (Bundoora to Docklands) accessible ‘super stop’ tram stops.

Council is developing a Thornbury Streetscape Masterplan to support this advocacy. This project will continue in 2018–19.

Gambling

Council advocated during the year for a reduction in approvals for gaming machines. We lodged an appeal with VCAT against the decision made by the Victorian Commission for Gambling and Liquor Regulation allowing Darebin RSL to increase its number of electronic gaming machines and to extend its opening hours. We also actively participated as an Alliance for Gambling Reform Member.

Landfill Levy

Council continued to advocate for a share of the landfill levy imposed on its residents and traders by the State Government. The levy is paid on solid waste disposed at licensed landfills, with the funds used for environment protection activities and a sustainability fund.

We understand that a large amount of the levy collected over many years remains unspent and have advocated for it to be shared among councils for waste and recycling activities.

We supported the Municipal Association of Victoria’s campaign in asking the State Government to provide better transparency on the spending of the landfill levy and to ensure that a minimum of 50% of the accrued funds is allocated to the originating local government for landfill remediation and projects on climate change, waste reduction, recycling and illegal dumping, which has risen since a sharp increase in the levy in 2010.

Regional economic growth

Darebin City Council continued our partnership with NORTH Link and the Northern Region of Councils (Darebin plus Banyule, Hume, Moreland, Nillumbik and Whittlesea) to collectively advocate for regional economic growth through infrastructure, industry support and tourism development.

During the year, we participated in regional events and supported NORTH Link's successful bid for $400,000 over two years to establish the Melbourne's North Food Group. Darebin also hosted the inaugural food and beverage expo which showcased export-ready products from Melbourne’s north.

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7. GOVERNANCE AND CORPORATE INFORMATION

1. An overview of our governance in 2017–18 ...... 119 2. Councillor allowances ...... 119 3. Councillor expenses ...... 119 4. Conflict of interest declaration ...... 120 5. Assemblies of Councillors ...... 120 6. Council meetings ...... 121 7. Our Council Committees ...... 123 8. Hearing of Submissions Committee ...... 123 9. Planning Committee...... 124 10. Bundoora Homestead Board of Management ...... 126 11. Audit Committee ...... 128 12. The audits we undertake here at Darebin ...... 130 13. Darebin Community Advisory Committees ...... 132 14. Community Grants Program ...... 136 15. Freedom of Information ...... 138 16. Information Privacy ...... 139 17. Protected Disclosures ...... 140 18. Documents available for inspection...... 141 19. Other information available for inspection ...... 142 20. Contracts ...... 142 21. Report against the Road Management Act 2004 ...... 143 22. Statutory information ...... 143 23. Local Government Performance Reporting Framework Indicators ...... 150 24. Governance and Management Checklist ...... 161

118 1. An overview of our governance in 2017–18

Darebin Council is committed to open and transparent governance in accordance with the Local Government Act 1989 (the Act). Council recognises the need for ongoing commitment and monitoring of all the reforms implemented to ensure a high level of good governance is consistently maintained throughout the coming years.

Council remains focused on ensuring decision‐making processes continue to deliver transparent, responsive, inclusive and participatory policies and practices and that the community has a voice in decision making. Agendas are published online in advance of scheduled meetings, encouraging greater public participation and democracy.

Council is committed to an ongoing development program for all Councillors by providing and facilitating opportunities for professional development to assist them in the performance of their roles as elected representatives.

The Code of Conduct for Councillors strengthens the foundations of working relationships between elected representatives. It is complemented by the provision in the Act that covers principles of conduct for Council staff. The Councillor Code of Conduct is imperative to ensure all Councillors conduct themselves honourably and in the best interests of the community.

For more information, see our website www.darebin.vic.gov.au/Governance.

2. Councillor allowances

The allowance paid to Councillors recognises the work required to successfully carry out their duties. The framework for allowances payable to Councillors and Mayors in Victoria is based on a three‐level structure of Councils. The three categories are determined on Council population and recurrent revenue.

Darebin is a Category 3 Council in the structure and allowances of up to $30,223 per annum for Councillors and up to $96,534 per annum for the Mayor apply. Mayoral and Councillor allowances are also subject to the addition of the equivalent of the superannuation guarantee, which is currently 9.5 percent. The allowance is subject to annual automatic adjustments by the Minister for Local Government.

On 13 November 2017, Councillor Le Cerf was re-elected to serve as Mayor of Darebin Council for one further term.

3. Councillor expenses

Councillors incur expenses while fulfilling their roles as elected representatives. Expenditure is regulated by the Councillor Support and Expenses Policy, as endorsed by Council, and is consistent with Section 75 of the Local Government Act 1989. A quarterly summary of Councillor expenses is published on our website www.darebin.vic.gov.au/Governance and presented to the Audit Committee.

119

Councillor expenses 1 July 2017 to 30 June 2018

McCarthy Cr. Cr. Greco Cr. Cr. Laurence Cr. Williams Cerf Cr. Le Messina Cr. Cr. Rennie Amir Cr. Newton Cr. Total Day-to-day activities $ $ $ $ $ $ $ $ $ $ Mobile 503 558 381 1,248 391 548 389 347 332 4,697 Landline Internet 241 241 241 241 241 482 220 241 241 2,389 Travel 1,439 711 53 2,366 1,326 69 5,964 Family care 588 588 Conferences/Training 519 441 7,787 4,602 8,224 225 3,676 25,474 Functions/Events 155 155 310 Approved by Council Resolution Other Net expenses 2,183 1,318 622 3,383 8,471 7,997 10,160 881 4,404 39,419 Reimbursements to Council Total net expenses 2,183 1,318 622 3,383 8,471 7,997 10,160 881 4,404 39,419

4. Conflict of interest declaration

In accordance with the Local Government Act 1989, Councillors and Council Officers are required to disclose conflicts of interest and leave the meeting prior to discussions about those particular agenda items. During 2017–18, there were 17 conflicts of interest declared by Councillors and four conflicts of interest declared by Council Officers.

The requirement to disclose conflicts of interest extends to Assemblies of Councillors.

5. Assemblies of Councillors

The Local Government Act 1989 provides for Assemblies of Councillors. An Assembly of Councillors is a scheduled meeting, briefing or workshop involving at least half of the Councillors and one member of Council staff. Matters are considered that are intended or likely to be the subject of a future Council decision, or subject to the exercise of a function, duty or power of the Council under delegation by a Special Committee or a member of Council staff. An Advisory Committee with at least one Councillor present is also an Assembly of Councillors.

In 2017–18, there were 82 Assemblies of Councillors convened, including Councillor briefing sessions and strategic workshops, which usually take place twice a month.

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6. Council meetings

Council meetings are usually held every three weeks. The times and venues of Council meetings are fixed annually and advertised in Darebin’s local newspapers and on our website www.darebin.vic.gov.au/Meetings.

Council meetings are generally open to the public. Council is committed to transparent governance and meetings are only closed when reports being considered are deemed by the Chief Executive Officer and/or Council to be confidential. During 2017–18, there were 12 Council reports considered confidential matters.

In addition to considering reports at Council meetings, the community is invited to ask or submit questions during Public Question Time. In 2017–18, there were 173 questions submitted. The record of Councillor attendance at Ordinary meetings of Council and Special Council meetings held during 2017–18 is shown in the table on page 122.

121

From 1 July 2017 to 30 June 2018

Amir Cr Cr Greco Cr Cerf Le Cr Rennie Cr Cr Newton the Gallery Messina Cr Cr Williams Cr Laurence Cr McCarthy Cr Questions from from Questions Special Meeting Special Ordinary Meeting Ordinary Notices of Motion of Notices Confidential Items Confidential Date of Reports Number

3/07/2017 1 8 1 5 1 1 1 LoA 1 1 1 1 1 1 17/07/2017 1 11 1 6 0 1 1 LoA 1 1 1 1 1 1 24/07/2017 1 1 0 0 0 Ap Ap LoA 1 1 1 1 1 1 7/08/2017 1 7 0 3 0 1 1 LoA 1 1 1 1 1 1 21/08/2017 1 12 1 16 2 1 1 LoA 1 1 Ap 1 Ap 1 4/09/2017 1 5 0 9 0 1 1 LoA 1 1 1 1 1 1 18/09/2017 1 5 1 24 0 Ap 1 LoA 1 1 1 1 1 1 2/10/2017 1 5 1 5 1 Ap 1 LoA 1 1 1 1 1 1 16/10/2017 1 6 0 0 0 1 1 LoA 1 1 1 1 1 1 13/11/2017 1 4 0 0 0 1 1 1 1 1 1 1 1 1 20/11/2017 1 11 1 5 1 LoA 1 LoA 1 1 1 1 1 1 4/12/2017 1 5 0 0 2 1 1 LoA 1 1 Ap 1 1 1 18/12/2017 1 7 4 3 2 1 1 LoA 1 1 1 1 1 1 12/02/2018 1 2 0 0 0 1 1 LoA 1 1 1 1 1 1 26/02/2018 1 9 1 6 0 1 1 LoA 1 1 1 1 1 1 19/03/2018 1 6 0 9 1 1 1 LoA 1 1 1 1 1 Ap 9/04/2018 1 6 0 4 0 1 1 LoA 1 1 Ap 1 1 1 30/04/2018 1 7 1 4 3 1 1 LoA 1 1 1 1 1 1 21/05/2018 1 7 1 4 0 1 1 LoA 1 1 1 1 1 1 31/05/2018 1 0 0 0 2 1 1 1 1 1 1 1 1 1 12/06/2018 1 7 0 2 3 1 1 1 1 1 1 1 1 LoA 17 4 131 12 105 18 18 20 21 21 21 18 21 20 20 LoA: Approved leave of absence (counted as an attendance) Ap: Apology

122 7. Our Council Committees

Darebin City Council has four Standing Committees, known as Special Committees, that either make decisions on behalf of Council, manage a service or facility on behalf of Council, or advise and recommend to Council on a specific area of Council’s functions or responsibilities.

Our Special Committees are the Hearing of Submissions Committee, the Planning Committee, the Bundoora Homestead Board of Management and the Audit Committee. The Planning Committee is the only Committee that can make decisions on behalf of Council. The remaining Committees make recommendations to Council.

Darebin City Council also has Community Advisory Committees that provide specialist advice or recommendations to Council. More information about our committees is on our website at www.darebin.vic.gov.au/Committees

8. Hearing of Submissions Committee

The Hearing of Submissions Committee is a Special Committee appointed pursuant to section 86 of the Local Government Act 1989 to hear and report to Council on submissions received in accordance with section 223 of the Act.

The Committee comprises all Councillors and meets as required to hear submissions in relation to many of Council’s powers under various Acts. The statutory procedures require Council to give public notice of each proposal and invite public submissions in relation to the proposal.

The Hearing of Submissions Committee has delegated authority to hear any person who has requested to be heard in support of their written submission made under section 223 of the Act. The Committee reports as required to a subsequent Council meeting. A separate report on each specific matter heard by the Committee is submitted for formal determination by the Council.

8.1 Hearing of Submissions Committee membership and attendance in 2017–18 From 1 July 2017 to 30 June 2018

Hearing of Committee Submissions Cr Laurence Cr Williams Cr McCarthy Cr Greco Cr Amir Cerf Cr Le Cr Rennie Cr Newton Cr Messina

31/05/2018 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 LoA: Approved leave of absence (counted as an attendance) Ap: Apology

8.2 The year in review for the Hearing of Submissions Committee

One meeting was held in 2017–18 to hear submissions in relation to the proposed 2018–19 Budget.

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9. Planning Committee

The Planning Committee is a Special Committee appointed pursuant to section 86 of the Local Government Act 1989 to assist Council in urban planning matters. It also deals with applications for permits under the Planning and Environment Act 1987.

Planning Committee meetings are held to consider and determine: • applications that receive five or more objections, fail to meet the objectives of adopted Council policy, or raise major policy implications and applications for major development and change of use • minor amendments to development plans that can be determined by the Planning Committee.

The Planning Committee has delegated authority to determine applications and has discretion to refer matters to full Council when appropriate.

9.1 Planning Committee membership and attendance 2017–18

All Councillors were members of the Committee. Cr Le Cerf (Mayor 1 July 2017 to 30 June 2018) was the Chairperson. Councillor attendance at Planning Committee meetings is shown in the table below.

From 1 July 2017 to 30 June 2018

Date

Planning Committee Meeting Number of Reports Cr Amir Cr Greco Cr Laurence Cerf Cr Le Cr McCarthy Cr Messina Cr Newton Cr Rennie Cr Williams 10/7/2017 1 4 1 1 LoA Ap 1 Ap 1 1 1 14/8/2017 1 3 1 1 LoA 1 1 1 1 1 1 11/9/2017 1 2 1 1 LoA 1 1 Ap 1 1 1 9/10/2017 1 2 1 1 LoA 1 1 1 1 1 1 30/10/2017 1 1 1 1 LoA 1 LoA 1 1 1 1 11/12/2017 1 8 1 Ap LoA 1 1 1 1 1 1 12/02/2018 1 2 1 1 LoA 1 1 1 1 1 1 13/03/2018 1 3 1 1 LoA 1 Ap 1 1 1 Ap 16/04/2018 1 3 Ap 1 LoA 1 1 1 1 1 1 14/05/2018 1 4 1 Ap LoA 1 1 1 1 1 1 25/06/2018 1 1 1 1 LoA 1 1 1 1 1 LoA 11 33 10 9 11 10 10 9 11 11 10 LoA: Approved leave of absence (counted as an attendance) Ap: Apology

9.2 The year in review for the Planning Committee

The Planning Committee considered reports on 40 planning applications during the year. The Committee also received reports on: • numerous Victorian Civil and Administrative Tribunal (VCAT) matters including consideration of amended plans and reports on applications appealed at VCAT

124 • new applications and amendments to development plans where development proposals were more complex and involved multiple stages of projects.

Key Issues in 2017–18

The Planning Committee dealt with the following large and complex planning applications, including: • a proposal at 49 Johnson Street Reservoir for a six-storey mixed‐use development, including ground floor retail/commercial floor space and 68 dwellings • an amendment to the development plan for the former Australian Horizons site at 4–18 Arthurton Road Northcote proposing a nine‐storey mixed‐use development containing 400 dwellings and 4300 square metres of retail and commercial floor space • a five storey mixed‐use development at 431 Plenty Road Preston, containing a ground floor shop and three dwellings • refusal of an application proposing a major refurbishment and provision of additional electronic gaming machines within the Darebin RSL, 396–402 Bell Street, Preston • a 12-storey mixed‐use development at 70–82 High Street Preston, proposing 98 dwellings with four ground floor shops • a five-storey mixed‐use development at 409 St Georges Road, Thornbury, which proposes 14 dwellings and a ground floor shop • a development plan approval for 198 Beavers Road, Northcote proposing a combination of three- and four-storey residential apartments and townhouses, providing a total of up to 95 dwellings • a six-storey mixed‐use development at 386–392 Bell Street, Preston, which proposes 39 dwellings and ground floor shops • an amendment to a plan for the Polaris development at 1056–1140 Plenty Road, Bundoora allowing a combination of three-storey apartments and townhouses.

Challenges

The Planning Committee functioned efficiently and made decisions on 40 applications in 2017– 18. This is a reduction on previous years and has resulted in a stronger focus on more significant development proposals. A challenge for Council and the Planning Committee in particular is working within the limits of State Planning Policy. As Council is constantly pressing for better standards of development, the number of planning applications appealed at VCAT continues to increase.

125 10. Bundoora Homestead Board of Management

The Bundoora Homestead Board of Management is a Special Committee appointed pursuant to section 86 of the Local Government Act 1989 to manage the operation of Bundoora Homestead Art Centre, the public art gallery within the City of Darebin. The Board is made up of nominated Councillors and community representatives and has delegated authority from the Council to manage Bundoora Homestead. In 2017–18, the Board was chaired by Kirsten Matthews.

10.1 Bundoora Homestead Board of Management membership and attendance 2017–18

- Meeting

dates

Brennan

Kirsten Matthews Kirsten (Chair) Cr Gaetano Greco Tim Laurence Cr Newton Susanne Cr Angela Bailey Michael Katrina Knox Christina Lew Janette Lewis Kade McDonald Valentina Maxwell Tansley MittmanJD ParkAlice Giacomina Pradolin Wischer Lyndel

19/10/17 1 1 Ap LoA Ap 1 Ap Ap Ap 1 1 Ap Ap 1 1 1

12/12/17 2 1 Ap LoA Ap LoA N/A Ap 1 1 Ap Ap 1 Ap Ap 1

17/4/18 3 1 Ap LoA Ap LoA N/A N/A Ap 1 1 1 Ap 1 N/A 1

3 3 1 0 0 1 0 0 1 3 2 1 1 2 1 3

LoA: Approved leave of absence (counted as an attendance) Ap: Apology N/A: Not applicable due to resignation or change of status of Board Member.

10.2 The year in review for the Bundoora Homestead Board of Management 2017–18 highlights include: • Three Board meetings and one workshop and one informal catch-up were held. The Board workshop (27 May) provided an opportunity for the Board to discuss specific issues in more detail including: – Board memberships and recruitment – marketing – business development and fundraising – measuring and evaluating success.

The workshop resulted in a series of actions that the Board and staff will implement during the next year. • The Board adopted a new Operations Plan and People Plan for Bundoora Homestead Art Centre that paved the way for an increase in staffing and a more sustainable outlook for the facility and the service. • The Board also adopted a new Collections Policy for the Darebin Art Collection. This policy will guide acquisitions, de-acquisitions and care of the collection, ensuring that it remains a collection of high quality artworks forming a valuable record of community ideas, interests and people.

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The new collection policy outlines several key focus areas: – contemporary works by South East Australian Aboriginal artists – contemporary video art and new media art – contemporary ceramics and craft – contemporary works that reflect Darebin and adjoining municipalities – Smith family heritage items – Bundoora Repatriation Mental Hospital heritage items – heritage pottery from the local area.

10.3 Bundoora Homestead Board of Management outlook for 2018–19 • Continue to develop new guiding documents for the operations of the facility and growth of visual art and heritage service in Darebin including a Marketing Plan and Measures and Evaluation Framework • Explore diverse funding opportunities to grow the reach of Bundoora Homestead Art Centre • Support and value volunteers through a revised volunteer program • Develop the Board by increasing Board diversity

You can find more information about Bundoora Homestead at www.darebin.vic.gov.au/BundooraHomestead or www.bundoorahomestead.com.

127 11. Audit Committee

The Audit Committee is an Advisory Committee appointed in accordance with section 139 of the Local Government Act 1989. The Audit Committee helps Council fulfil its responsibilities relating to risk management, financial management, control and reporting.

The Audit Committee is responsible for advising Darebin City Council on: • seeking resolution of any disagreements between management and the external auditors on financial reporting • reviewing all auditing, planning and outcomes • seeking information from Darebin City Council members and Darebin City Council staff via the Chief Executive Officer and external parties • formally meeting with Darebin City Council staff, internal and external auditors as necessary.

The Audit Committee has no delegated powers and its decisions become recommendations to be considered at Council meetings.

The Audit Committee has five members – two Councillors and three external members. External members are appointed by Council and contribute additional local government regulatory knowledge along with finance, audit or management experience. The external members are appointed for three‐year terms, with an option to extend for another year by mutual consent.

The Audit Committee met on six occasions in 2017–18: • 17 July 2017 • 28 August 2017 • 2 October 2017 • 4 December 2017 • 22 March 2018 • 4 June 2018.

Audit Committee Members

Name Role Period Attendance Mr Terry Richards Chairperson 1/07/2017 – 17/07/2018, 28/08/2017 , 2/10/2017, 30/06/2018 4/12/2017, External Member 22/03/2018, 4/06/2018 Qualifications Certified Practising Accountant (CPA), Bachelor of Business (Accounting) – David Syme Business School at CIT, Postgraduate Diploma in Arts (Criminology) – University of Melbourne, Diploma of Government (Fraud Control) – Accredited PSP50604, Diploma of Government (Investigation) – Accredited PSP51704 Ms Lisa Tripodi Independent External 1/07/2017 – 17/07/2018, 28/8/2017, 2/10/2017, 4/12/2017, Member 30/06/2018 22/03/2018, 4/06/2018

Qualifications Certified Practicing Accountant (CPA), Business Accounting Honours, Bachelor of Commerce and Economics, ANZ Leadership and Management Diploma

Dr Marco Bini Independent External 4/12/2017 – 4/12/2017, 22/03/2018, 4/06/2018

128 Name Role Period Attendance Member 30/06/2018 Qualifications Doctor of Philosophy in Law (University of Melbourne), Master of Public Policy (University of Melbourne), Master of Commerce in Economics (University of Melbourne) Cr Le Cerf Internal Member 1/07/2017 – 17/07/2017, 28/08/2017, 2/10/2017, 4/12/2017, 30/06/2018 22/03/2018, 4/06/2018 Cr Rennie Internal Member 1/07/2017 – 17/07/2017, 2/10/2017, 4/12/2017, 22/03/2018, 30/06/2018 4/06/2018

11.1 Audit Committee attendance 2017–18

The table above reflects the attendance by Committee members for the 2017–18 period. Relevant Directors and Council Officers attended as required to brief the Committee on their respective areas.

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12 The audits we undertake here at Darebin

In 2017–18, the following internal audits were conducted and reports tabled at Audit Committee meetings for endorsement: • Asset Protection (building works) • Human Resources/Payroll • Infringements and Permits • Road Management Plan Compliance • VicRoads Confidentiality Signoff • Security of Assets (minor and attractive) • Follow up of past recommendations • Financial Functions – sundry debtors, purchasing cards, rates • CAMMS Follow Up Review.

12.1 Internal audit processes

The Audit Committee’s internal audit responsibilities are: • review, with management and the internal auditor, the Charter, activities, staffing and organisation structure of the internal audit function • Review and recommend the annual audit plan for approval by the Darebin City Council and all major changes to the plan • monitor processes and practices to ensure that the appropriateness and independence of the internal audit function are maintained • determine, as part of the Audit Committee’s annual assessment of performance, the level of satisfaction with the internal audit function, having consideration of the Institute of Internal Auditors’ International Standards for the Professional Practice of Internal Auditing • monitor that the internal auditor’s annual plan is linked with and covers the material business risks • provide an opportunity for the Audit Committee to meet with internal auditors to discuss private matters.

Council’s internal audit function provides independent and objective assurance that the appropriate processes and controls are in place across Council. • Internal audit is provided by Crowe Horwath, an organisation with extensive local government experience. A risk‐based three‐year strategic internal audit plan is revised annually to ensure the audit resources remain focused on the appropriate areas. The review process considers Council’s risk framework, the Council Plan, the impact of any change on operations, systems or the business environment, prior audit coverage, and outcomes and management input. The strategic internal audit plan is reviewed and approved by the Audit Committee annually.

130 • The internal auditors attend each Audit Committee meeting to report on the status of the internal audit plan, provide an update on the implementation of audit recommendations and present findings of completed reviews. The responsible director and manager for each area reviewed are required to attend the Audit Committee meeting to respond to questions in relation to the review. • All audit issues identified are risk rated. Recommendations are assigned to the responsible manager. Managers provide quarterly status updates that are reviewed by the internal auditor and reported to the Audit Committee. • Quality assurance is measured through client satisfaction surveys, the annual Audit Committee self‐ assessment and completion of the internal audit plan

12.2 External audit processes

The Audit Committee has the following external audit responsibilities: • note the external auditor’s proposed audit scope and approach, including any reliance on internal auditor activity • provide an opportunity for the Audit Committee to meet with the external auditors to discuss private matters.

In 2017–18, Council’s Financial and Standard Statements and Performance Statement were externally audited by The Victorian Auditor General.

The external auditors attended all 2017–18 Audit Committee meetings and presented the annual audit plan and independent audit report. The external audit management letter and responses were also provided to the Audit Committee.

131 13. Darebin Community Advisory Committees

Council draws upon 19 Community Advisory Committees to facilitate community participation and provide input into policy and service development. Community Advisory Committees typically include one Councillor and a proxy, Council officers, and community representatives.

The community representatives can be local residents or representatives of service authorities, support agencies or community organisations. Advisory Committee representatives are appointed through an expression of interest process. Council reviews the committees’ terms of reference annually before the Councillor representatives are appointed (usually at the statutory meeting of Council in November). Each committee has a Council officer who supports the operation of the committee. Community Advisory Committees report to Council on their special areas of expertise and interest twice each year and their advice contributes to the development and evaluation of Council strategies, policies and programs.

13.1 A list of the Darebin Community Advisory Committees in 2017–18

This information is also available on our website www.darebin.vic.gov.au/Committees

Community Advisory Committee Appointments for 2017–18 Active and Healthy Ageing Community Board Cr Greco Cr Messina (Deputy Mayor) Cr Newton Darebin Aboriginal Advisory Committee Cr Greco Cr Newton Cr Rennie Darebin Arts Ambassadors Cr Newton Cr Laurence Darebin Bicycle Advisory Committee Cr Amir Cr Rennie (Proxy) Darebin Disability Advisory Committee Cr Williams Cr Newton (Proxy) Darebin Domestic Animal Management Reference Group Cr Le Cerf (Mayor) Cr Williams Darebin Education Committee Cr Le Cerf (Mayor) Cr Greco Darebin Energy Foundation Cr Le Cerf(Mayor) (this interim committee was superseded by an ongoing Cr Messina (Deputy Mayor) committee, the Climate Emergency Darebin Advisory Cr Greco Committee, on 26 February 2018, with Mayor Cr Le Cerf Cr McCarthy and Cr McCarthy appointed to represent Council) Cr Rennie (Proxy) Darebin Environmental Reference Group Cr Le Cerf (Mayor) Cr McCarthy (Proxy) Darebin Housing Committee Cr Greco Cr Laurence Cr Newton Darebin Interfaith Council Cr Greco Cr Rennie Darebin Nature Trust Cr Le Cerf (Mayor) Cr McCarthy Cr Newton Cr Rennie

132 Community Advisory Committee Appointments for 2017–18 Darebin Women’s Advisory Committee Cr Le Cerf (Mayor) Cr Messina (Deputy Mayor) Darebin Youth Advisory Group Cr Amir Cr Rennie (Proxy) Edwardes Lake Park Reference Group Cr Greco Cr Laurence Cr Newton Municipal Emergency Management Planning Committee Cr Le Cerf (Mayor) Northland Urban Renewal Precinct Steering Committee Cr Amir Cr Messina (Deputy Mayor) Cr Williams

Preston Business Advisory Committee Cr Messina (Deputy Mayor)

Cr Williams Sexuality, Sex and Gender Diversity Advisory Committee Cr Amir Cr Newton

13.2 Some highlights from our Advisory Committees • The Active and Healthy Ageing Community Board continued its advocacy role on the health and wellbeing of older people through input into various Council plans and projects including the Northern Pipe Trail, Oakover Village Housing Diversity Report, Northern Urban Renewal Precinct and TW Blake Park Concept Plan, and the Safe Travel and Walking Strategies. The committee will also have a significant consultancy role in the Age Friendly Darebin Review announced by Council in May 2018. • The Darebin Aboriginal Advisory Committee provided cultural advice and leadership on Council policies and strategies, in particular the ongoing discussion to review further employment pathway opportunities for Aboriginal and Torres Strait Islander employees at Darebin Council as part of the Aboriginal and Torres Strait Islander Employment Strategy. The committee successfully advocated for the renaming of the Federal electorate of Batman and continued to advocate for the renaming of Batman Park. • The Darebin Arts Ambassadors Reference Group considered several items, including the Creative Culture Infrastructure Framework 2018 adopted by Council in March 2018 to ensure consideration of new creative spaces in new buildings, Master Plans and developments, and the Arts Precincts reviews of Northcote Town Hall Arts Centre and the Darebin Art Centre. • The Darebin Bicycle Advisory Committee provided feedback and suggestions on projects including the Northern Pipe Trail Masterplan, Streets for People (Bicycle Friendly Roads), new and upgrade bridge projects, GE Robinson Park and Crawley Road, the Northern Regional Trails Strategy, the Merri Creek Trail, Bundoora Park shared path, Public Bike Repair Stations and bike boxes at traffic lights. The committee also participated in behavior change programs, including Octopus schools (Safe Walking to School), Ride2Work Day, Bike Skills Workshops and Preston Market bike skills and bike parking.

133 • Darebin Disability Advisory Committee provided input into Council projects including the Northland Urban Renewal Precinct, and Safe Travel and Walking Strategies. During the year, the committee provided submissions to the Federal Senate inquiry (overseen by the Rural and Regional Affairs and Transport References Committee) into the need for regulation of mobility scooters, also known as motorised wheelchairs, and the Victorian Parliamentary Inquiry into the Public Housing Renewal Program. • The Darebin Domestic Animal Management Reference Group highlights included endorsement by Council on 16 October 2017 of the new Domestic Animal Management Plan 2017-2021 following extensive community consultation and the opening on 16 October 2017 of the new state-of-the-art Epping Animal Welfare Facility, a partnership with the RSPCA and the cities of Whittlesea and Moreland. The focus continued to be on cat management and strategies to reduce the overpopulation. • The Darebin Energy Foundation Interim Advisory Board met for the fourth and final time in January 2018. At its final meeting, the foundation name was changed to Climate Emergency Darebin and the advisory committee was renamed the Climate Emergency Darebin Advisory Committee, effective from 26 February 2018. The new committee met in April and May to finalise its Terms of Reference and discuss future activities, including establishment of working groups in key areas such as communication, advocacy, research and strategy, and funding. • Darebin Education Committee highlights included: completion by four primary schools (more than 90 educators) of the Berry Street Education Model which is a trauma– informed program which supports the resiliency of students, and commencement of the program by a second network of four Darebin schools (including Government, Catholic and Independent schools); and a Council Careers Fair for Year 10 students, with more than 60 Council staff and 230 students from five Darebin secondary schools participating. • The Darebin Environmental Reference Group provided input on the draft Lifelong Learning Strategy, and community engagement advice on the launch of the natural heritage film, as part of the Natural Heritage Strategy. Group members also participated in Council’s climate emergency research work. • The Darebin Interfaith Council provided advice and feedback to Council on the implementation of the interfaith projects including the Darebin Community Inclusion Plan (DCIP), and supported the implementation of the Memorandum of Understanding with the Islamic Society of Victoria / Preston Mosque. • The Northland Urban Renewal Precinct Steering Committee worked to develop an Engagement Plan which oversaw wider community engagement activities between April and June 2018 including the delivery of 8,000 postcards within 800 metres of the precinct and the sending of 2,500 letters to businesses and landowners. The engagement also included development of a designated project website, an online survey, ongoing and targeted social media, translations of letters into nine languages, six pop-up sessions at different locations and an ideas hack with community members.

134 • The Sexuality, Sex and Gender Diversity Advisory Committee participated in: Midsumma Festival 2018, via a Council stall on carnival day and a contingent in the Pride March (jointly with Banyule, Yarra and Moreland councils); and the Council’s IDAHOBIT event (International Day Against Homophobia, Biphobia and Transphobia) on 17 May. The Committee also planned Council’s first-time recognition of International Transgender Day of Visibility on 31 May, including flying of the Transgender flag from Preston Town Hall, and provided advice and feedback to Your Community Health on a proposed new LGBTIQ health clinic at their Northcote site. • The Darebin Women’s Advisory Committee applied a gender lens on Council’s Community Safety Audits to create safer cities for women and on Council’s Health and Wellbeing Plan 2017–21. The committed also supported the development of Council’s first partnership program with Global Sisters, to deliver the Sister School business education program.

13.3 Newly established Advisory Committees

The Darebin Nature Trust was formed in 2017–18.

135 14. Community Grants Program

Every year Darebin City Council provides funds and assistance to not‐for‐profit groups and organisations through the Community Grants program (previously Community Support Program). For more information visit: www.darebin.vic.gov.au/Grants.

The program aims to support community projects and activities that address Council Plan 2017–21 priority areas, including building social inclusion, addressing climate change and enhancing the wellbeing of Darebin residents.

Council also funds a Quick Response Program that is available throughout the year for groups who missed the annual funding round.

Summary of applications received and recommendations for the 2017–18 funding round

Applications Applications Percentage Amount Amount Program Received Approved Approved Requested Approved Cash Grants 114 102 89 $432,710 $229,800 Venue Hire Subsidy 58 57 98 $106,999 $79,891 Grants Quick response grants 15 15 100 $10,735 $5,923 Total 187 174 $550,444 $315,614

Annual Cash Grant applications by funding streams

Funding Stream Applications Applications Percentage Amount Amount Received Recommended Approved Requested Recommended Arts & Culture 27 24 88 $107,649 $60,650 Sport & Recreation 9 6 66 $35,969 $20,855 Environment 15 14 93 $64,710 $24,000 Community Development 63 58 92 $224,582 $124,295 Total 114 102 $432,710 $229,800

Annual facility hire subsidy applications by venue

Venue Applications Applications Percentage Amount Amount Received Recommended Approved Requested Recommended Northcote Town Hall 9 8 88 $19,106 $15,869 Arts Centre Darebin Arts Centre 4 4 100 $13,025 $7,000 Northcote & Preston 11 11 100 $16,956 $10,000 Libraries’ Meeting Rooms City & Shire Halls 14 14 100 $27,527 $22,000 Intercultural Centre 11 11 100 $23,364 $18,000

136 Venue Applications Applications Percentage Amount Amount Received Recommended Approved Requested Recommended Reservoir Community & 4 4 100 $1,971 $1,971 Learning Centre Donald Street 1 1 100 $769 $769 Community Hall Clyde Street 2 2 100 $1,233 $1,233 Community Hall Fairfield Community 1 1 100 $1,147 $1,147 Hall Keon Park Children’s 1 1 100 $1,901 $1,901 Hub Total 58 57 $106,999 $79,891

Further information about the Community Support Program is available on our website www.darebin.vic.gov.au/Grants.

137 15. Freedom of Information

The Freedom of Information Act 1982 grants the community the right to access certain Council documents. This general right of access is limited by exceptions and exemptions that have been prescribed to protect public interests, and the private and business affairs of people about whom Council holds information.

The Act has four main functions: • to provide a general right of access to documents • to enable individuals to amend incorrect information about them held by agencies • to provide rights of appeal in relation to the previous two functions • to require agencies to publish certain details about themselves and their functions.

Written requests for documents under the Freedom of Information Act 1982 must be addressed to the: Freedom of Information Officer Darebin City Council PO Box 91 PRESTON VICTORIA 3072

FOI requests received 2014–15 2015–16 2016–17 2017–18 New requests 31 35 37 39 Access granted in full 0 0 3 9 Access granted in part 18 17 20 19 Access denied in full 2 0 0 5 Requests not finalised at the end of the 2 4 8 1 reporting period Withdrawn 2 8 2 0 Requests outside the Act 2 0 0 1 Requests, no documents existed 1 3 1 1 Others: not processed, not proceeded with, 4 4 3 3 Act did not apply Application fees collected $817 $867.60 $834.20 $787.50 Charges collected $501 $706.00 $875.50 $910.60

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16. Information Privacy

Council believes the responsible handling of personal information is a key aspect of good corporate governance and is strongly committed to protecting an individual’s right to privacy. Council will take the necessary steps to ensure the personal information that customers and residents share with us remains confidential.

Council is committed to ensuring that personal information received by the organisation is collected and handled in a responsible manner and in accordance with the Information Privacy Principles incorporated within the Privacy and Data Protection Act 2014 and the Health Records Act 2001. Council’s Information Privacy and Health Privacy Policies are available at www.darebin.vic.gov.au/Privacy.

Darebin City Council received three privacy complaints in 2017–18.

139 17. Protected Disclosures

The Protected Disclosure Act 2012 facilitates disclosures of improper conduct by the Council or its employees and provides protection for people who make disclosures. Darebin City Council has a high regard for transparency and accountability and fully supports this Act.

17.1 Disclosures

A protected disclosure: • about a Councillor must be referred to the Independent Broad‐based Anti‐corruption Commission (IBAC) or the Ombudsman; or • about a Council officer/employee can be made either to the Council’s Protected Disclosure Coordinator or directly to the IBAC.

On receipt of a disclosure (via a Protected Disclosure form) the Protected Disclosure Coordinator will determine if it is made in accordance with the Protected Disclosure Act 2012, i.e. whether the disclosure shows or tends to show that a person, public officer or public body: • has engaged, is engaging or proposes to engage in improper conduct; or • has taken, is taking or proposes to take detrimental action against a person in contravention of the Act.

Detrimental action includes: • action causing injury, loss or damage; or • intimidation or harassment; or • discrimination, disadvantage or adverse treatment in relation to a person’s employment, career, profession, trade or business, including the taking of disciplinary action.

If the disclosure falls within the meaning of the Protected Disclosure Act 2012, Council must within 28 days: • refer the disclosure to IBAC for determination as to whether it is a protected disclosure; and • notify the person who made the disclosure that IBAC will determine whether an investigation will occur and who will conduct the investigation.

If Council determines that the disclosure does not meet the requirements of the Protected Disclosure Act 2012 to be considered a protected disclosure, the complainant must be informed of the decision and of their entitlement to make the disclosure directly to IBAC.

During 2017–18, one complaint was received relating to alleged improper conduct, which was referred to IBAC for assessment as a protected disclosure.

Further information about applying the Protected Disclosure Act 2012 is available from the Protected Disclosure Coordinator and from our website www.darebin.vic.gov.au/Governance. 140 18. Documents available for inspection

In accordance with regulation 12 of the Local Government (General) Regulations 2015, the following are prescribed documents that are available for public inspection during office hours at the Darebin Civic Centre, 274 Gower Street, Preston. Copies of the documents can be obtained for the purposes of section 222 of the Local Government Act 1989 at the Darebin Civic Centre. • A document containing details of overseas or interstate travel (other than interstate travel by land for less than three days) undertaken in an official capacity by any Councillor or member of Council staff in the previous 12 months • The agendas for, and minutes of, Ordinary and Special Meetings held in the previous 12 months, which are kept under section 93 of the Act, other than those agendas and minutes relating to a part of a meeting that was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act • The minutes of meetings of special committees established under section 86 of the Act and held in the previous 12 months, other than those minutes relating to a part of a meeting that was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act • A register of delegations kept under sections 87(1) and 98(4) of the Act, including the date on which the last review took place under sections 86(6) and 98(6), respectively, of the Act • A document containing details of all leases involving land which were entered into by the Council as lessor, including the lessee and the terms and the value of the lease • A register maintained under section 224(1A) of the Act of authorised officers appointed under that section • A list of donations and grants made by the Council in the previous 12 months, including the names of persons who, or bodies which, have received a donation or grant and the amount of each donation or grant

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19. Other information available for inspection • General Local Law No. 1 of 2015 and Governance Local Law 2017 • The program for applying Best Value principles, together with any quality or cost standards adopted by Council • The Council Plan, Strategic Resource Plan, Council Budget and Annual Report • The Councillor Code of Conduct • The Councillor Support and Expenses Policy • Election campaign donation returns by candidates at the previous Council election • Council’s Procurement Policy • Certified voters’ roll – can be inspected according to section 24B of the Local Government Act 1989 • Names of Councillors who submitted returns of interest during the financial year • Names of Council officers who were required to submit a return of interest during the financial year • Register of Delegations to Special Committees and to members of Council staff, including date of last review

Requests about the information available for inspection should be directed to the General Manager, Governance and Engagement.

20. Contracts

Compliance with Council’s procurement requirements remained strong in 2017-18. 1) Council did not enter into any contracts valued at $150,000 or more for goods or services or $200,000 or more for works of a kind specified in section 186(5)(a) and (c) of the Act. 2) Council also did not enter into any other contracts valued at $150,000 or more for goods or services or $200,000 or more for works without engaging in a competitive process. a) With the exception of one package of works related to building demolition at Preston. Unfortunately the process used by a contractor to procure a sub-contractor was not compliant (approximate value $267,000). 3) The above breach has helped to inform improvements to Council’s procurement policies and procedures.

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21. Report against the Road Management Act 2004

In its role as a road authority, Council must comply with the requirements of the Road Management Act 2004. The aim of the Road Management Act 2004 is to provide a safe and efficient road network via a coordinated approach and a legal framework for the management of public roads.

The Road Management Act 2004 gives road authorities the option of developing a Road Management Plan. This Plan provides a policy defence against claims for damages from road users and articulates the intervention levels that will be implemented to maintain the integrity of Council’s road assets, ensuring that these assets are safe for all road users.

The Road Management Plan: • establishes a management system for the road management functions of Council that is based on policy, operational objectives and available resources • establishes the relevant standards or policies in relation to the discharge of duties in the performance of those road management functions • details the management systems that Council proposes to implement in the discharge of its duty to inspect, maintain and repair those public roads for which Council is responsible.

Council adopted its initial RMP in 2004, revised it in 2009 and 2013, and adopted the latest plan on 19 June 2017. Under section 54(5) of the Road Management Act 2004, “a road authority must in accordance with the regulations conduct a review of its Road Management Plan at prescribed intervals”. Road Management (General) Regulations 2016, Part 3 requires Council to complete its review of the Road Management Plan within six months after each general election or by the next 30 June, whichever is later.

Council uses mobile devices to collect data that result from our inspections live in the field. This data is collected by the Inspection Officer and is uploaded directly into Council’s asset management system. This information is used to simultaneously produce a GPS record of the inspection, a temporary repairs works request and the permanent repair work orders in real time while out in the field.

22. Statutory information

22.1 Best Value Report 2017–18

The Local Government Act 1989 requires that all councils comply with a series of Best Value principles and report to communities on how they have achieved this. The principles are based on: • quality and cost standards • responsiveness to community needs • accessibility • continuous improvement • community consultation

143 • reporting to the community.

To ensure the principles were given effect, the Darebin City Council implemented a program of continuous improvement characterised by a regular cycle of business planning and reporting.

Achievements within the Continuous Improvement Framework for 2017–18 included: • The annual business planning and evaluation process applied the Best Value principles. • Local Government Performance indicators and service indicators were incorporated into the Continuous Improvement Framework and benchmarked against previous results. • In 2018, quarterly reports on progress against the Council Plan Action Plan 2017–18 were presented to Council and posted on the City of Darebin website. • The PuLSE continuous improvement framework was developed and is being implemented across the organisation. PuLSE encourages staff to change the way they go about their work and to turn problems into solutions. Using the latest engagement and business analysis tools, such as process mapping software and lean thinking (which aims to maximise customer value while minimising waste, or create more value for customers with fewer resources), staff will be able to contribute to service improvements.

In addition, there were a number of programs and projects that addressed the Best Value principles. They included: • The Street Cleaning team worked with the Access and Inclusion Team to increase the accessibility of a specialist hard waste collection. This service operates when a resident cannot access the booked or annual collection for various reasons such as age, disability or injury. • The Streets for People project took a new community-led approach to street design. Designs were informed by street champions from a community design day, survey responses, drop-in sessions, consultation with schools, community groups and other stakeholders. • A community reference group was involved in shaping the services provided by the East Preston Community Centre, thereby ensuring that the services provided met their needs. • Council launched an online portal for families registering with the Darebin Kindergarten and Child Care Registration System. Families now have 24-hour access to their information and the ability to update their profiles, all with improved confirmation and communication functionality. • Consultation with the community on the budget for 2018–19 included face-to-face conversations at community meeting places, wide-spread publication, including social media platforms, and an online opportunity for ratepayers to provide their feedback and make submissions. • Significant changes in the Aged Care Assessment team structure, workflows and processes resulted in improved results upon the previous year. Commonwealth targets and performance indicators were met, the service received high client satisfaction ratings and savings were seen in the budget.

144 • Changes have been made to the Planning Committee Charter to facilitate the provision of more timely and relevant information being provided to Councillors on planning applications. • The Light-Smart program and the range of sustainable business supports provided to the commercial sector not only produced cost savings from the introduction of LED lights and other waste and power saving initiatives, but also allowed Council to share information that will assist with the long-term growth of these local businesses. • All procedural actions from the April 2017 review of Statutory Planning services were implemented thereby improving a number of processes including allocations and registration of planning applications. • The ‘Lola’ app, a local government first developed by Darebin, went live during 2017–18. The app allows Local Laws officers to easily and efficiently respond to requests for service away from the office. This ultimately delivers a more cost effective and efficient service to our community and highlights the department’s ethos of continuous improvement.

22.2 Carers Recognition

Council takes all practicable measures to comply with its responsibilities as outlined in the Carers Recognition Act 2012 and is in the process of promoting the principles of the Act to people in care relationships who receive Council services.

Council ensures that staff, Council agents and volunteers working for Council are informed about the principles and obligations of the Act by including information on the care relationship in: • Council induction and training programs for staff working in home and community care and disability services • Council induction and training programs for staff working in front‐line positions with the general community.

Council has begun to review and modify policies, procedures and supports to include recognition of the carer relationship.

22.3 Charter of Human Rights and Responsibilities

The Victorian Charter of Human Rights and Responsibilities Act 2006 sets out the rights, freedoms and responsibilities of all Victorians. Government departments and public bodies must observe the 20 civil and political rights set out in the Act when creating laws, developing policy and providing services. This means that the State Government, local councils, state schools, Victoria Police and other public authorities are required to act in a way that is consistent with the rights protected under the charter.

During 2017–18, activities that occurred under the charter included: • community walks along the Darebin Spiritual Healing trail guided by an Aboriginal elder to develop and deepen a shared understanding of self‐determination and reconciliation

145 • training and information for staff on the charter and, specifically, the responsibilities it places on staff to protect, promote and uphold rights in their everyday work • flying the transgender flag above Preston Town Hall for the first time in recognition of the International Transgender Day of Visibility • Welcome to Wurundjeri Country, an accessible all-ages information session to bring information about Wurundjeri culture, history and language into the community • a stronger discussion-based internal process for considering proposals using the charter, to ensure rights are protected, that any potential limitations to rights are avoided as far as possible or (if determined as necessary) meet the requirements in the Act. This process sits within a broader discussion on the equity, inclusion, wellbeing and human rights implications of Council’s work.

In 2017–18, there was one complaint relating to Darebin City Council’s implementation of the Victorian Charter of Human Rights and Responsibilities Act 2006 received by Council or the Victorian Ombudsman.

Further information relating to the ongoing implementation of the Act can be obtained from our Equity and Wellbeing department.

22.4 Disability Access and Inclusion Plan

Over the past 12 months, Council continued its strong legacy of leadership in access and inclusion by running and supporting programs and activities designed to enhance access and inclusion in the City of Darebin.

Council worked in partnership with Government, peak bodies, the local area coordinator Brotherhood of St Laurence and the service sector to continue to support the Darebin community as the National Disability Insurance Scheme (NDIS) moved into the second year in the North Eastern Melbourne Area.

The Darebin Access and Inclusion Plan 2015‐19 includes actions that promote: • liveable housing and safe public places • accessible transport and freedom of movement • the right to education, employment and pathways to wellbeing • an amplified voice in public affairs and decision‐making • the right to a creative and dynamic city with quality services • freedom from discrimination.

Highlights from the 2017–18 year include: • Successful application for Changing Places funding from the State Government and designs completed for the construction of the first Changing Place in Darebin in 2018 • Partnership Project with Brotherhood of St Laurence and North East Melbourne Area Councils continued, with recruitment of Regional Capacity Building Project Lead.

146 • Support of accessible and sensory friendly festival initiatives at the Darebin Kite Festival, including the provision of a sensory tent, marveloo, rest and recharge station and partnering with VicDeaf to provide Auslan interpreting in the story‐telling tent • Supported the delivery of two Housing Roadshow workshops providing information to people with disability, their families and carers, as well as service providers, about the journey of leaving home and living in the community, including the development of practical information kits • Ongoing support of Bandmates Victoria to increase community and cultural participation of people with disability. The program matches people with disability and/ or mental health issues with volunteers to see live music in Melbourne venues • Delivery of Enabling Women Leadership Program in participation with Women With Disabilities Victoria, City of Yarra, Moreland City Council and Women’s Health in the North. The aim of the program is to equip women with disabilities with knowledge, skills, tools and networks so they can speak up in their community and make it more welcoming and inclusive • Supported Co-Health in partnership with Yarra Council and Melbourne Polytechnic to provide workshops to young adults with an intellectual disability to learn about their sexual rights and respectful relationships. The program is delivered by peer educators, creating employment opportunities for people with disability. • Ongoing publication of the Get Active in Darebin seasonal program of free exercise and low‐cost social sport opportunities in Darebin. The program caters for people of all ages, abilities and fitness levels.

It is a requirement of Section 38(3) of the Disability Act 2006 that Council reports on the progress of its Access and Inclusion Plan in the Annual Report and at a public Council meeting.

For further information relating to Darebin’s Access and Inclusion Plan, contact our Aged and Disability department.

22.5 Domestic Animal Management Plan

The Domestic Animal Management Plan 2017–21 was adopted by Council on 17 October 2017 for the next four years and aims to guide Council and the community towards the goal of responsible animal ownership and management. The Plan was developed in accordance with the Domestic Animals Act 1994.

Key highlights and achievements in 2017–18 include: • The RSPCA was awarded the tender as preferred supplier to manage the Epping Animal Management Facility, commencing operations on 17 October 2017. The facility is a joint initiative between Darebin, Moreland and Whittlesea councils. Darebin Council contributed $2 million towards this project. In the first seven months of operations, the three Councils have admitted more than 1,000 dogs and 2,000 cats, with 95 percent of dogs and 40 percent of cats either reclaimed or adopted.

147 • Council has entered into a shared services agreement with the City of Moreland to utilise the Reservoir holding facility and transfer animals to the Epping Animal Welfare Facility. Holding animals overnight at the Reservoir holding facility has also allowed for an increase in animals returned to their owners before entering the facility. In addition a strong partnerships with rescue group organisations has given all dogs and cats a chance of being rehoused after the statutory holding time. The more efficient use of the holding facility has provided for a more cost effective service with greater outcomes for the community. • The percentage of impounded cats euthanised in Darebin was 16 percent, which is significantly lower than the Victorian average. This was achieved by working in partnership with the RSPCA and rescue group organisations to rehouse the many cats unable to find new homes through Council’s facility. The issue of cat overpopulation relates to unowned or partially owned cats that are not de‐sexed. People feed semi‐ owned cats, which helps to keep them alive and strong enough to reproduce. The ability of cats to quickly breed contributes to the overpopulation problem.

Dogs returned to owner not impounded increased from 32 last year to 75 this year

Dogs 2015–16 2016–17 2017–18 Number of dogs impounded 551 527 448 Returned to owner by Council 23 32 75 Number returned to owner 439 (80%) 447 (85%) 321 (72%) Number rehoused 18 (3%) 35 (7%) 62 Number transferred to rescue 17 16 8 Surrendered directly to rescue 3 0 1 Number euthanised 9 (2%) 7 (1%) 12 (2%)

Cats 2015–16 2016–17 2017–18 Number of cats impounded 728 734 782 Returned to owner by Council 2 2 10 Number returned to owner 53 (7%) 69 (9%) 51 (7%) Number rehoused 78 (11%) 81 (11%) 397 (51%) Number transferred to rescue 262 342 80 Surrendered directly to rescue 16 21 16 Number euthanised 138 (18%) 66 (9%) 145 (18%)

22.6 Food Act Ministerial Directions

In accordance with section 7E of the Food Act 1984, Council is required to publish a summary of any Ministerial Directions received during the financial year. No such Ministerial Directions were received in 2017–18.

148 22.7 Infrastructure and development contributions

In accordance with section 46GM and 46QD of the Planning and Environment Act 1987, Council must provide a report on infrastructure and development contributions, including levies and works in kind.

Infrastructure contributions

In 2017–18, no levies were received, no works‐in‐kind were accepted, and there was no expenditure of funds from Infrastructure Contributions Plans.

Development contributions

In 2017–18, no levies were received and no works‐in‐kind were accepted under Development Contributions Plans (DCPs). Expenditure of DCP levies is detailed below.

Land, works, services or facilities delivered in 2017–18 from DCP levies collected Works‐ DCP fund in‐kind Council's Other Total project % of Project DCP name expended accepted contribution contributions expenditure item description (year approved) $ $ $ $ $ delivered Multi‐Sports City of Darebin Development $473,244 $0 $0 $0 $473,244 13% Stadium Contributions Plan, June 2004 (Revised 2015) as amended by Planning Scheme Amendment C148 May 2016

149 23 Local Government Performance Reporting Framework Indicators

Service Performance Indicators Results Results Results Results Service/indicator/measure 2015 2016 2017 2018 Material Variations and Comments Aquatic Facilities Satisfaction User satisfaction with aquatic facilities (optional) 76.20 0.00 0.00 0.00 [User satisfaction with how Council has performed on provision of aquatic facilities] Service standard Health inspections of aquatic facilities 1.00 1.50 4.00 3.50 Over the last two years Council has significantly increased the [Number of authorised officer inspections of Council frequency of its inspections at its two aquatic facilities to help aquatic facilities / Number of Council aquatic facilities] mitigate health risks. In 2017-18 there was one fewer inspection than 2016-17 but the overall frequency was relatively consistent with most of the inspections being carried out at the busiest times of the year. Health and Safety Reportable safety incidents at aquatic facilities 3.00 1.00 0.00 3.00 Reportable workplace incidents rose to 3 this year. Follow up [Number of WorkSafe reportable aquatic facility investigations from each incident occurred to ensure that potential safety incidents] risks are mitigated for the future. Each of the incidences were isolated, with no direct link between type of incident or injury that occurred. Service cost Cost of indoor aquatic facilities ‐$0.47 ‐$0.71 ‐$0.38 $0.23 The Reservoir Leisure Centre (RLC) experienced a number of services [Direct cost of indoor aquatic facilities less income interruptions resulting in a reduction in income and increased received / Number of visits to indoor aquatic facilities] operational costs. Both RLC and the Northcote Aquatic Centre are prioritised for upgrade, renewal or redevelopment. Service Cost Cost of outdoor aquatic facilities $0.00 $0.00 $0.00 $0.00 [Direct cost of outdoor aquatic facilities less income received / Number of visits to outdoor aquatic facilities]

150 Service Performance Indicators Results Results Results Results Service/indicator/measure 2015 2016 2017 2018 Material Variations and Comments Utilisation Utilisation of aquatic facilities 6.31 5.55 5.41 5.25 Currently two leisure centres operate within the City of Darebin; [Number of visits to aquatic facilities / Municipal Northcote Aquatic and Recreation Centre (NARC) which is managed population] externally by YMCA Victoria, and Reservoir Leisure Centre (RLC) which is managed in-house. Both facilities are considered aging assets with a Feasibility Study for NARC currently being completed to inform Council of the options moving forward for redevelopment. A Feasibility Study will also occur in 2018-19 to identify options for upgrade and renewal at RLC. Animal Management Timeliness Time taken to action animal management requests 0.00 1.84 1.78 2.12 Darebin City Council continues its commitment to delivering a high- [Number of days between receipt and first response quality animal service. Council responded to all 3,009 animal-related action for all animal management requests / Number requests. All matters were responded to within two business days. of animal management requests] Service standard Animals reclaimed 36.00% 38.47% 40.23% 37.15% In October 2017 Council commenced a new service agreement with [Number of animals reclaimed / Number of the RSPCA and collected 1230 animals during the year with a animals collected] x100 reduced number of dogs collected (down 75) and an increase in cat collections (up 48). This indicator only measures owners that have reclaimed their impounded animal from the shelter. It does not include the 150 animals diverted to animal rescue groups for rehousing. Service cost Cost of animal management service $67.97 $64.51 $66.34 $81.77 In 2017, Darebin City Council established a combined animal [Direct cost of the animal management service / management facility and shared service agreements across Number of registered animals] neighbouring Councils to better deliver a more effective service. Darebin City Council is providing an additional 24 hour on-call service, which is not offered by other councils. Our service costs may be more expensive than others due to our requirement that animals be held for a longer period of time. This requirement reflects Council's priority of reducing the animal euthanasia rate.

151 Service Performance Indicators Results Results Results Results Service/indicator/measure 2015 2016 2017 2018 Material Variations and Comments Health and safety Animal management prosecutions 11.00 3.00 8.00 3.00 Increased public education with a particular focus on early morning [Number of successful animal management prosecutions] and late evening park patrols has increased compliance. This has resulted in fewer offences being committed and therefore fewer matters proceeding to court. Food Safety Timeliness Time taken to action food complaints 0.00 1.50 2.09 2.14 Virtually all food complaints within Darebin were responded to within [Number of days between receipt and first response 2 days and furthermore 45% (or 76 complaints) were responded to on action for all food complaints / Number of food the same business day. complaints] Service standard Food safety assessments 96.00% 90.21% 99.16% 98.39% The only premises that did not receive an assessment were those that [Number of registered class 1 food premises and class 2 did not open for trade or were new premises that only opened late in food premises that receive an annual food safety the reporting period. assessment in accordance with the Food Act 1984 / Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984] x100 Service cost Cost of food safety service $535.14 $537.75 $527.66 $530.59 This indicator showed a marginal increase of $2.93 (or 0.56%) per [Direct cost of the food safety service / Number of food business when compared to the previous reporting period. This figure premises registered or notified in accordance with the is well within the Consumer Price Index (CPI) and demonstrates Food Act 1984] Council's commitment to local economic growth. Health and safety Critical and major non‐compliance outcome 98.00% 100.00% 92.13% 100.00% Although an increase was recorded on the 2016-17 result, this was notifications [Number of critical non‐compliance due to the negative impact of the indicator changing from a financial outcome notifications and major non‐compliance year to a calendar year during the 2016-17 reporting period. Council is notifications about a food premises followed up / satisfied with the result for the 2017-18 year. Number of critical non‐compliance outcome notifications and major non‐compliance notifications about a food premises] x100

152 Service Performance Indicators Results Results Results Results Service/indicator/measure 2015 2016 2017 2018 Material Variations and Comments Governance Transparency Council decisions made at meetings closed to the public 11.00% 5.14% 6.37% 4.11% Council is committed to transparent governance and meetings are [Number of Council resolutions made at ordinary or only closed when considering reports which are deemed confidential, special meetings of Council, or at meetings of a special as resolved by Council. committee consisting only of Councillors, closed to the public / Number of Council resolutions made at ordinary or special meetings of Council or at meetings of a special committee consisting only of Councillors ] x100 Consultation and engagement Satisfaction with community consultation and 66.80 66.00 65.20 67.80 Over the last year Council undertook more than 60 engagement engagement Community satisfaction rating out of 100 projects including the Northern Pipe Trail (shared path) with how Council has performed on community redevelopment, which involved a mail drop to 20,000 properties, and consultation and engagement the Budget Submission process which involved listening post sessions at our libraries, the Preston Market, as well the Bundoora Park Farmers Market and the Alphington Farmers Market. Attendance Councillor attendance at Council meetings 96.00% 92.63% 94.02% 95.24% [The sum of the number of Councillors who attended each ordinary and special Council meeting / (Number of ordinary and special Council meetings) × (Number of Councillors elected at the last Council general election)] x100 Service cost Cost of governance $48,494.00* $45,771.00* $52,913.78 $53,774.22 The cost of governance for 2017-18 ($53,774) has increased [Direct cost of the governance service / Number of marginally from the previous year ($52,913). The main factor in this Councillors elected at the last Council general change is the cost of recruitment for a new Chief Executive Officer. election] *This indicator has been recalculated.

153 Service Performance Indicators Results Results Results Results Service/indicator/measure 2015 2016 2017 2018 Material Variations and Comments Satisfaction Satisfaction with Council decisions 67.80 66.90 65.00 66.70 [Community satisfaction rating out of 100 with how Council has performed in making decisions in the interest of the community]

Home and Community Care (HACC) Timeliness Time taken to commence the HACC service 0.00 28.08 Reporting Reporting Reporting on HACC ceased on 1 July 2016 due to the introduction [Number of days between the referral of a new client and Ceased Ceased of the Commonwealth Government's NDIS and CHSP programs the commencement of HACC service / Number of new 01.07.16 01.07.16 clients who have received a HACC service] Service standard Compliance with Community Care Common Standards 94.00% 94.44% Reporting Reporting Reporting on HACC ceased on 1 July 2016 due to the introduction [Number of Community Care Common Standards Ceased Ceased of the Commonwealth Government's NDIS and CHSP programs expected outcomes met / Number of expected 01.07.16 01.07.16 outcomes under the Community Care Common Standards] x100 Service cost Reporting Cost of domestic care service $0.00 $69.69 Ceased Reporting Reporting on HACC ceased on 1 July 2016 due to the introduction [Cost of the domestic care service / Hours of domestic 01.07.16 Ceased of the Commonwealth Government's NDIS and care service provided] 01.07.16 CHSP programs Service cost Reporting Cost of personal care service $0.00 $36.47 Ceased Reporting Reporting on HACC ceased on 1 July 2016 due to the introduction [Cost of the personal care service / Hours of personal care 01.07.16 Ceased of the Commonwealth Government's NDIS and service provided] 01.07.16 CHSP programs Service cost Reporting Cost of respite care service $0.00 $48.47 Ceased Reporting Reporting on HACC ceased on 1 July 2016 due to the introduction [Cost of the respite care service / Hours of respite care 01.07.16 Ceased of the Commonwealth Government's NDIS and service provided] 01.07.16 CHSP programs

154 Service Performance Indicators Results Results Results Results Service/indicator/measure 2015 2016 2017 2018 Material Variations and Comments Participation Reporting Participation in HACC service 18.70% 19.57% Ceased Reporting Reporting on HACC ceased on 1 July 2016 due to the introduction [Number of people that received a HACC service / 01.07.16 Ceased of the Commonwealth Government's NDIS and Municipal target population for HACC services] x100 01.07.16 CHSP programs Participation Participation in HACC service by CALD people 17.90% 18.51% Reporting Reporting Reporting on HACC ceased on 1 July 2016 due to the introduction [Number of CALD people who receive a HACC service Ceased Ceased of the Commonwealth Government's NDIS and CHSP programs / Municipal target population in relation to CALD 01.07.16 01.07.16 people for HACC services] x100 Libraries Utilisation Library collection usage 6.10 5.92 5.71 5.71 Increased investment and promotion of digital collections has [Number of library collection item loans / Number of resulted in a 22% increase in loans of those resources; these library collection items] increases are now offsetting the decline in physical item loans.

Resource standard Standard of library collection 70.00% 72.70% 70.14% 71.29% Darebin is continuing to invest in new and relevant resources for the [Number of library collection items purchased in the community, especially digital collections and those in community last 5 years / Number of library collection items] x100 languages. Collection HQ, software that maps the age and usage of the collection, has enabled a more structured approach to collection management. Service cost Cost of library service $7.66 $8.12 $8.37 $8.42 Council and our community value its library services. Council allocates [Direct cost of the library service / Number of visits] appropriate financial resources to support changing customer needs. The Libraries After Dark initiative has increased Preston Library opening hours and includes weekly programming to encourage community participation. Increasing investment in digital resources and access through the Darebin Libraries app enables customers to access library services without visiting a branch. Participation Active library members 16.00% 16.02% 15.01% 14.68% While the number of active library members has remained more or [Number of active library members / Municipal less constant, the overall utilisation rate has fallen slightly due to the population] x100 increase in population.

155 Service Performance Indicators Results Results Results Results Service/indicator/measure 2015 2016 2017 2018 Material Variations and Comments Maternal and Child Health (MCH) Satisfaction Participation in first MCH home visit 104.00% 99.80% 101.31% 99.48% This result can fluctuate naturally from year to year such as when [Number of first MCH home visits / Number of birth families move out of the area after Council receives a birth notifications received] x100 notification. Service standard Infant enrolments in the MCH service 100.00% 96.80% 103.47% 102.88% This number is slightly more than 100% due to the small number of [Number of infants enrolled in the MCH service (from families that moved into the area after their baby was born. birth notifications received) / Number of birth notifications received] x100

Service cost Cost of the MCH service $0.00 $74.18 $73.73 $77.41 The service experienced an unprecedented number of nurses taking [Cost of the MCH service / Hours worked by MCH nurses] sick leave which were required to be filled by casual workers. This situation was compounded by a number of resignations.

Participation Participation in the MCH service 76.00% 80.37% 78.47% 81.40% Darebin City Council has implemented a reminder system so that all [Number of children who attend the MCH service at families can be followed up and proactively contacted. least once (in the year) / Number of children enrolled in the MCH service] x100 Participation Participation in the MCH service by Aboriginal children 60.00% 52.94% 91.53% 90.91% Darebin City Council has maintained a very high participation rate [Number of Aboriginal children who attend the MCH among Indigenous children by fostering relationships with the service at least once (in the year) / Number of Victorian Aboriginal Child Care Agency and the Victorian Aboriginal Aboriginal children enrolled in the MCH service] x100 Health Service.

156 Service Performance Indicators Results Results Results Results Service/indicator/measure 2015 2016 2017 2018 Material Variations and Comments Roads Satisfaction of use Sealed local road requests 45.91 27.21 18.54 19.92 In 2017 Council reviewed the Road Management Plan and included [Number of sealed local road requests / Kilometres of shimmy routes (safe travel routes for bike riders) and bike lanes which sealed local roads ] x100 resulted in more requests for repairs being received by Council.

Condition Sealed local roads maintained to condition 99.00% 99.81% 99.88% 99.94% standards [Number of kilometres of sealed local roads below the renewal intervention level set by Council / Kilometres of sealed local roads] x100 Service cost Cost of sealed local road reconstruction $0.00 $151.00 $315.38 $103.35 This measure can vary substantially from year to year due to the [Direct cost of sealed local road reconstruction / scope and complexity of individual projects. Works can include Square metres of sealed local roads reconstructed] footpath repairs, vehicle crossing reconstruction, pavement patching, kerb and channel reconstruction, asphalt overlay, as well as surface and underground drainage to improve overall condition and extend asset life. The figure for 2016-17 was higher than 2017-18 due to significant drainage works and a slope reconstruction.

Service Cost Cost of sealed local road resealing $21.10 $19.75* $15.34 $24.74 A reduction in the 2017-18 program resulted from late tendering of [Direct cost of sealed local road resealing / Square works which also led to higher rates form contractors due to tight metres of sealed local roads resealed] market conditions. *This indicator has been recalculated. Satisfaction Satisfaction with sealed local roads 69.30 70.80 70.00 69.90 Community satisfaction has decreased very slightly from the previous [Community satisfaction rating out of 100 with how year's score of 70. Council has performed on the condition of sealed local roads]

157

Service Performance Indicators Results Results Results Results Service/indicator/measure 2015 2016 2017 2018 Material Variations and Comments Statutory Planning Timeliness Time taken to decide planning applications 107.00 103.00 116.00 127.00 Council has increased its staffing levels to address workload issues [The median number of days between receipt of a associated with increased complexity in the planning system and planning application and a decision on the application] higher turnover of and demand for professional planning staff. This is being done with the aim of reducing decision times for planning decision. Service standard Planning applications decided within required time 45.00% 40.01% 46.18% 31.23% There has been a 10% increase in the number of decisions made frames [(Number of regular planning application compared with 2016-17. The ‘days taken’ data has also been decisions made within 60 days) + (Number of VicSmart impacted by Council acting to close out 90 planning applications planning application decisions made within 10 days) / which had been inactive for a period of up to 3 years (at the Number of planning application decisions made] x100 applicant’s request). Service cost Cost of statutory planning service $2,234.93 $2,351.37 $2,821.56 $3,246.35 In 2017-18, two items made a significant impact on the cost of the [Direct cost of the statutory planning service / delivering the Statutory Planning service; legal advice relating to a Number of planning applications received] possible re-development of the Preston Market, and a project to digitise hundreds of planning applications to make the planning process more accessible and transparent. Other than these items, the baseline cost of delivering the Statutory Planning service increased by an amount commensurate with the Consumer Price Index. Decision making Council planning decisions upheld at VCAT 45.00% 60.32% 41.33% 46.05% The improvement for 2017-18 can be attributed to Council's ongoing [Number of VCAT decisions that did not set aside commitment to improving our processes and decision making. council's decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100 Waste Collection Satisfaction Kerbside bin collection requests 126.48 116.65 101.65 99.78 This is an improvement on last year’s result of 101.65. This [Number of kerbside garbage and recycling bin improvement is an indication of continued improvement in driver collection requests / Number of kerbside bin skills and care while servicing the bins. collection households] x1000

158 Service Performance Indicators Results Results Results Results Service/indicator/measure 2015 2016 2017 2018 Material Variations and Comments Service standard Kerbside collection bins missed 9.88 9.51 7.80 7.70 This is an improvement on last year’s figure of 7.79. In 2017-2018 the [Number of kerbside garbage and recycling collection number of households increased by 1145 to 64773 but there was only bins missed / Number of scheduled kerbside garbage an increase of 23 missed bins reported. The improved result may be and recycling collection bin lifts] x10,000 attributed to the introduction of cameras on trucks, increased education and a continued focus by staff on missed bins and service quality. Service cost Cost of kerbside garbage bin collection service $95.71 $97.03 $96.30 $94.70 An increase of 1145 households in the City equated to a minimal [Direct cost of the kerbside garbage bin collection increase in servicing costs of $6473. The resulting cost per bin service / Number of kerbside garbage collection bins] serviced dropped to $94.70 per residential bin per annum. The main area of decrease was in tipping which dropped by 1362 tonnes over the year resulting in a saving of approximately $75k.

Service cost Cost of kerbside recyclables collection service $25.14 $25.55 $26.63 $22.30 The cost to deliver the service has only increased by $2,017 but the [Direct cost of the kerbside recyclables bin collection number of residences serviced has increased by 1145 which has led to service / Number of kerbside recyclables collection bins] an overall decrease in the cost per residence. Please note that the recent charges to the service as a result of China's restriction on the importation of comingled recyclables have not been included. Waste diversion Kerbside collection waste diverted from landfill 48.00% 47.42% 47.95% 49.10% This is a great improvement on last year's diversion from landfill [Weight of recyclables and green organics collected figure of 47.95%. There was a decrease of 1362 tonnes of garbage from kerbside bins / Weight of garbage, recyclables sent to landfill, a decrease of 600 tonnes of green waste and an and green organics collected from kerbside bins] increase of 466 tonnes of recyclables collected and processed. Food x100 waste is a significant component of waste sent to landfill and a trial is underway for food waste to be diverted to green waste recycling.

159

WORKFORCE DATA 2017-2018 Structure Band 1 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8 All other Total Classification FTE FTE FTE FTE FTE FTE FTE FTE FTE FTE Permanent Full Time – F 0.0 0.0 5.0 28.0 51.0 64.0 29.0 17.0 22.0 216.0 Permanent Full Time – M 0.0 2.0 85.0 32.0 42.0 43.0 36.0 10.0 23.0 273.0 Permanent Full Time – X 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Permanent Part Time – F 8.5 3.1 66.8 18.4 18.0 16.8 8.2 1.4 13.5 154.8 Permanent Part Time – M 8.1 0.8 11.5 4.7 3.6 3.3 0.0 0.0 0.0 31.9 Permanent Part Time – X 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Casual – F 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Casual – M 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Casual – X 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 TOTAL 16.6 6.0 168.3 83.1 114.6 127.1 73.2 28.4 58.6 675.7

160 24 Governance and Management Checklist

Governance and Management Items Assessment 1 Community engagement policy (policy outlining Policy Council's commitment to engaging with the Date of operation of current policy: 20/08/2012 community on matters of public interest) OR No policy Reason for no policy: 2 Community engagement guidelines (guidelines Guidelines to assist staff to determine when and how to Date of operation of current guidelines: 20/08/2012 engage with the community) OR No guidelines Reason for no guidelines: 3 Strategic Resource Plan (plan under section 126 Adopted in accordance with section 126 of the Act of the Act outlining the financial and non-financial resources required for at least the Date of adoption: 12/06/2018 next 4 financial years) OR Not adopted in accordance with section 126 of the Act Reason for not adopting: 4 Annual budget (plan under section 130 of the Adopted in accordance with section 130 of the Act Act setting out the services to be provided and initiatives to be undertaken over the next 12 Date of adoption: 12/06/2018 months and the funding and other resources OR required) Not adopted in accordance with section 130 of the Act Reason for not adopting: 5 Asset management plans (plans that set out the Plans asset maintenance and renewal needs for key Date of operation of current plans: infrastructure asset classes for at least the next Asset Management Policy - 06/10/2017 10 years) Asset Management Strategy - 18/05/2015-2019 Building Asset Management Plan 07/08/2007 Drainage Asset Management Plan 21/05/2007, Property Asset Management Strategy 19/05/2014 Road Asset Management Plan 20/06/2016 Road Management Plan 19/06/2017 OR No plans Reason for no plans: 6 Rating strategy (strategy setting out the rating Strategy structure of Council to levy rates and charges) Date of operation of current strategy: 12/06/2018 OR No strategy Reason for no strategy: 7 Risk policy (policy outlining Council's Policy commitment and approach to minimising the Date of operation of current policy: 20/12/2016 risks to Council's operations) OR No policy Reasons for no policy: 8 Fraud policy (policy outlining Council's Policy commitment and approach to minimising the Date of operation of current policy: 20/04/2016 risk of fraud) OR No policy Reason for no policy:

161 Governance and Management Items Assessment 9 Municipal emergency management plan (plan Prepared and maintained in accordance with section under section 20 of the Emergency 20 of the Emergency Management Act 1986 Management Act 1986 for emergency prevention, response and recovery) Date of preparation: 24/08/2016 OR Not prepared and maintained in accordance with section 20 of the Emergency Management Act 1986

Reason for not preparing a plan: 10 Procurement policy (policy under section 186A Prepared and approved in accordance with section of the Local Government Act 1989 outlining the 186A of the Local Government Act 1989 matters, practices and procedures that will apply to all purchases of goods, services and works) Date of approval: 01/08/2017 OR Not approved in accordance with section 186A of the Local Government Act 1989

Reason for not preparing a policy: 11 Business continuity plan (plan setting out the Plan actions that will be taken to ensure that key Date of operation of current plan: 01/09/2017 services continue to operate in the event of a OR disaster) No plan Reason for no plan: 12 Disaster recovery plan (plan setting out the Plan actions that will be undertaken to recover and Date of operation of current plan: 01/05/2018 restore business capability in the event of a OR disaster) No plan Reason for no plan: 13 Risk management framework (framework Framework outlining Council's approach to managing risks to Date of operation of current framework: 20/12/2016 the Council's operations) OR No framework Reason for no framework: 14 Audit Committee (advisory committee of Established in accordance with section 139 of the Council under section 139 of the Act whose role Act is to oversee the integrity of a Council's financial Date of establishment: 14/11/2016 reporting, processes to manage risks to the OR Council's operations and for compliance with Not established in accordance with section 139 of applicable legal, ethical, and regulatory the Act requirements) Reason for not establishing: 15 Internal audit (independent accounting Engaged professionals engaged by the Council to provide Date of engagement of current provider: 01/05/2015 analyses and recommendations aimed at OR improving Council's governance, risk and Not engaged management controls) Reasons for not engaging internal audit: 16 Performance reporting framework (a set of Framework indicators measuring financial and non-financial Date of operation of current framework: 28/06/2016 performance, including the performance OR indicators referred to in section 131 of the Act) No framework Reason for no framework: 17 Council Plan reporting (report reviewing the Report performance of the Council against the Council Date of report: 19/03/2018, 21/05/2018 Plan, including the results in relation to the OR strategic indicators, for the first six months of No report the financial year) Reason for no report:

162 Governance and Management Items Assessment 18 Financial reporting (quarterly statements to Statements presented to Council in accordance with Council under section 138 of the Act comparing section 138(1) of the Act budgeted revenue and expenditure with actual Dates statements presented: 04/09/2017, revenue and expenditure) 20/11/2017, 19/03/018, 21/05/2018 OR No statements presented to Council in accordance with section 138(1) of the Act Reason for not presenting statements: 19 Risk reporting (six-monthly reports of strategic Reports risks to Council's operations, their likelihood and Council’s strategic risk profile was updated in consequences of occurring and risk minimisation October 2017. Regular reports on Council’s risk strategies) processes and related functions were provided on: 17/07/2017, 02/10/2017, 04/12/2017, 22/03/2018, 04/06/2018 OR No reports Reason for no reports: 20 Performance reporting (six-monthly reports of Reports indicators measuring results against financial and Date of reports: 19/09/2017, 27/02/2018 non-financial performance, including the OR performance indicators referred to in No reports section 131 of the Act) Reason for no reports: 21 Annual report (annual report under sections Considered at meeting of the Council in accordance 131, 132 and 133 of the Act to the community with section 134 of the Act containing a report of operations and audited Date of consideration: 16/10/2017 financial and performance statements) OR Not considered at meeting of the Council in accordance with section 134 of the Act

Reason for not considering annual report: 22 Councillor Code of Conduct (Code under section Reviewed in accordance with section 76C of the Act 76C of the Act setting out the conduct principles and the dispute resolution processes to be Date reviewed: 13/02/2017 followed by Councillors) OR Not approved in accordance with section 76C of the Act Reason for no review: 23 Delegations (a document setting out the powers, Reviewed in accordance with section 98(6) of the Act duties and functions of Council and the Chief Executive Officer that have been delegated to Date of review: 18/09/2017 members of staff) OR Not reviewed in accordance with section 98(6) of the Act Reason for no review: 24 Meeting procedures (a local law governing the Meeting procedures local law made in accordance conduct of meetings of Council and special with section 91(1) of the Act committees) Date local law made: 18/09/2017 OR No meeting procedures local law made in accordance with section 91(1) of the Act

Reason for not making meeting procedures local law:

163

ANNUAL FINANCIAL REPORT AND PERFORMANCE STATEMENT

Contents Guide to the Financial Statements Financial Report overview Annual Financial Report 2018 Glossary of financial terms Global reporting initiative (GRI) index

165 Guide to the Financial Statements

For the year ended 30 June 2018

This guide provides an overview of each of the statements including the 2017–18 financial statements for the Darebin City Council and the key financial results. The guide is best read in conjunction with the financial overview.

Financial Statements

The Financial Statements report on how the Council performed financially during the year and the overall financial position at the end of the year. The Financial Statements include five main statements: • Comprehensive Income Statement • Balance Sheet • Statement of Changes in Equity • Statement of Cash Flows • Statement of Capital Works

The Financial Statements also contain 32 Notes, which set out Council’s accounting policies and details of the line item amounts contained in each of the five main statements.

Comprehensive Income Statement

The Comprehensive Income Statement measures Council’s financial performance for the year ending 30 June 2018 and shows the value of revenues, such as rates, that Council earned and the value of expenses, such as employee costs, Council incurred in delivering services. These expenses only relate to the operations of Council and do not include the costs associated with the purchase, renewal, upgrade or expansion of Council assets.

This statement is prepared on an ‘accrual’ basis and includes both cash and non-cash items. All revenue and expenses for the year are reflected in the statement even though some revenue may not yet be received (such as fees invoiced but not yet received) and some expenses may not yet be paid (such as supplier invoices not yet paid for goods and services already received).

The surplus or deficit for the year is the key figure to look at on the Comprehensive Income Statement to assess Council’s financial performance. It is calculated by deducting the total expenses for the year from total revenues. While Council is a ‘not-for-profit’ organisation, it should nonetheless generate a surplus to ensure future financial sustainability. A surplus means revenue was greater than expenses.

For the 2017–18 year the Darebin City Council recorded a surplus of $11.87 million.

Balance Sheet

The Balance Sheet is a one-page summary that provides a snapshot of the financial situation of Council as at 30 June 2018. It details Council’s net worth and discloses owned assets such as cash, investment, building, land, parks, roads and drains, what it owes as liabilities such as amounts owed to creditors, and the equity. 166

The bottom line of this statement is net assets. This is the net worth of Council built up over many years.

The assets and liabilities are separated into current and non-current. Current refers to assets or liabilities that will fall due in the next 12 months or that cannot be deferred for greater than 12 months. Non-current are all those assets and liabilities that are held for a longer term than 12 months.

The net current assets, or working capital, is an important measure of Council’s ability to meet its debts as and when they fall due. The equity section of the Balance Sheet shows Council’s reserves and the total of all the surpluses that have accumulated over the years. The total of the equity section represents the net financial worth of Council.

At 30 June 2018 the Balance Sheet shows Council to be in a healthy financial position, with $85.77 million in cash and financial assets and a net worth of $1.52 billion. Council’s liquidity or current ratio is 2.4:1 (current assets: current liabilities). This means that for every $1 of current liabilities, Council has $2.40 of current assets to settle these liabilities. This demonstrates that the Darebin City Council has sufficient funds on hand to pay liabilities as they fall due.

Statement of Changes in Equity

The Statement of Changes in Equity shows the changes that happened during the year for each of the amounts shown in the equity section of the Balance Sheet. The main reasons for such changes in equity include: • A surplus (profit) or deficit (loss) recorded in the Comprehensive Income Statement; • The use of monies from reserves set aside in cash and investments for future replacement of specific types of assets or a specific purpose; and • An increase in the value of non-current assets resulting from the revaluation of those assets.

At 30 June 2018 the Statement of Changes in Equity shows an increase in equity, or net worth, of $161.75 million during the 2017–18 financial year, representing the recorded comprehensive result for the year.

Cash Flow Statement

The Cash Flow Statement shows all cash amounts received and all cash payments made during the year. It also shows the change in Council’s bank balance during the year and the balance at the end of the year. The cash flows are separated into three different activities.

Cash flows from operating activities are those cash receipts and payments arising from delivering the various services of Council. The net cash provided from operating activities is an important result in the statement, as it shows the ability of Council to generate a cash surplus that can be used to fund the purchase or construction of long-term assets such as property and infrastructure. If this amount is negative, it means Council will be unable to fund future capital expenditure or pay its debts as and when they fall due.

Cash flows from investing activities are those cash receipts and payments arising from the purchase and sale of Council’s non-current assets.

167

Cash flows from financing activities are those cash receipts and payments arising from the raising of new borrowings and the repayment thereof.

The Cash Flow Statement shows that in 2017–18 Council generated a $40.66 million cash inflow from operating activities. A cash outflow of $44.22 million was incurred on investing activities and financing activities incurred a nil cash outflow. Total cash balances decreased by $3.56 million during the year to $43.48 million at 30 June 2018.

Statement of Capital Works

The Statement of Capital Works details all amounts expended on capital works by asset class and by type of asset expenditure. The Statement of Capital Works shows that in 2017–18 $32.81 million was expended on capital works.

Notes to the Financial Statements

The Financial Statements contain 32 notes that form an important and informative section of the report. To enable readers to understand the basis on which the values shown in the statements are established, it is necessary to detail Council’s accounting policies. These are described in Note 1.

Apart from the accounting policies, the notes also give details behind many of the summary figures contained in the statements.

It is important that the notes be read at the same time as the statements. To assist readers, where additional information in a statement is included in a note, the number of the note is shown next to that value. For example, in the Comprehensive Income Statement, a reference to Note 2.1 is shown next to Rates and Charges. Note 2.1 shows a number of items that make up the Rates and Charges value for the current and previous year.

Performance Statement

The Victorian Government developed a performance reporting framework to ensure that all councils across Victoria measure and report their performance in a consistent way. The framework became mandatory from 1 July 2014 and this Performance Statement is a required part of all councils’ 2017–18 Annual Reports.

The Performance Statement contains information about the performance of Council for the financial year and is a key section of the Annual Report whereby Council makes itself accountable to the community.

The primary purpose of the Performance Statement is to communicate Council’s performance to the community in the context of prior performance and for the financial performance indicators, in the context of forecast performance.

Certifications by the Principal Accounting Officer, Councillors and Chief Executive Officer

The Certification of the Principal Accounting Officer is made by the person responsible for the financial management of Council and is made separately in respect of each Statement.

168 The person must state whether in their opinion the Statements have met all the statutory and professional reporting requirements.

The Certification of Councillors is made by two Councillors on behalf of Council and the Chief Executive Officer and is made separately in respect of each Statement. The Councillors and the Chief Executive Officer must state that in their opinion the Statements are fair and not misleading or inaccurate.

Independent Audit Reports

The Independent Audit Report is the external and independent opinion of the Victorian Auditor- General and provides the reader with a totally independent view about Council’s compliance with the statutory and professional requirements as well as the fairness aspects of the Statements.

The Victorian Auditor-General issues two Audit Reports – a combined Report on the Financial Statements and a separate Report on the Performance Statement. Each of the Audit Reports is addressed to the Councillors of the Darebin City Council.

FINANANCIAL REPORT OVERVIEW

Our financial performance for 2017–18 reflects the careful financial management and strategies that were developed in the context of our long-term financial planning.

In brief • $172.56 million revenue with 71.46 percent coming from rates and charges. • $160.69 million expenditure with 50.34 percent attributable to employee costs and 31.30 percent for materials and services. • $11.87 million surplus, which includes the early receipt of the first and second quarter 2018– 19 Victorian Grants Commission funding of $2.19 million that was received in June. • $1.52 billion net assets, comprising community facilities and infrastructure. • $85.77 million holdings of cash and other financial assets, $10.89 million more than last year.

Operating result

The operating result is a key figure to assess Council’s financial performance. It is calculated by deducting the total expenses for the year from total revenues. While Council is a ‘not-for-profit’ organisation, it should nonetheless generate a surplus in order to ensure future financial sustainability.

169 Net operating result ($ million)

25 21.63 20.06 20

13.55 15 11.87

10 5.52 5

0 2013/14 2014/15 2015/16 2016/17 2017/18

The Strategic Resource Plan (SRP), which expresses the strategic objectives, plans and strategies in financial terms, was adopted by Council in June 2018 and shows surpluses will continue to be achieved in all years over the period 2018–19 to 2021–22 while maintaining existing service delivery. These surpluses are critical as they are the primary source of funding for the renewal, replacement and upgrade of community infrastructure through Council’s capital works program that will average $57.42 million per annum over the four years to 30 June 2022.

Capital works

The delivery of the capital works program is an essential part of Council’s stewardship role in managing the assets required to provide services to the community. A capital works program is essential to effective management of our infrastructure assets to maintain community access to services and facilities and to support the delivery of Council services to the community.

Capital works ($ million) 32.81 35 31.43 30 24.64 25 21.44 20 15 10 5 0 2014/15 2015/16 2016/17 2017/18

170 Cash flow

Cash and cash equivalents has decreased by $3.56 million to $43.48 million. The main movements during the year were a cash inflow from operating activities of $40.66 million, offset by a cash outflow from investing activities of $44.22 from investing activities. Council continues to hold an appropriate level of cash to ensure liquidity. Council undertook no borrowings during the 2017–18 year and had no outstanding borrowings at 30 June 2018.

Financial Stewardship

Our future

It is important that the results in this report for 2017–18 are looked at in the context of the long term financial strategic objectives that are reflected in the Council Plan 2017–21 and articulated in the Strategic Resource Plan.

The key principles in the Council’s Strategic Resource Plan that underpin long-term financial planning are: • We will maintain the scope and standard of ongoing services provided to the Darebin community and be flexible to address changing community needs with innovative services and facilities. • We will continue to focus on renewing community assets such as roads, footpaths, open space and buildings to ensure they are maintained at an appropriate standard to meet required service levels. • We will ensure that Council delivers ongoing underlying surpluses that allow the funding of ongoing service delivery to the community, the timely renewal of community assets and assets required for ongoing service delivery, and new community assets. • We will ensure Council holds sufficient cash and other assets to meet payment obligations to suppliers and employees as they fall due.

Council has forecast rate increases at 2.25 percent for 2018–19 and 2.15 percent for the 2019-20, 2020-21 and 2021-22.

We will need to undertake the essential conversation with our community on how the Council Plan, related services and infrastructure development may best be delivered and funded in a rate- capping environment.

Darebin is one of the most financially sustainable councils in Victoria, yet we also depend heavily on rate revenue to deliver our services. The introduction of rate-capping has had a significant impact on our Strategic Resource Plan and Long Term Financial Plan.

Our financial accounts were audited and issued an unqualified audit opinion by the Victorian Auditor-General.

171

Independent Auditor’s Report

To the Councillors of Darebin City Council

Opinion I have audited the financial report of Darebin City Council (the council) which comprises the:

• balance sheet as at 30 June 2018 • comprehensive income statement for the year then ended • statement of changes in equity for the year then ended • statement of cash flows for the year then ended • notes to the financial statements, including significant accounting policies • certification of the financial statements. In my opinion the financial report presents fairly, in all material respects, the financial position of the council as at 30 June 2018 and their financial performance and cash flows for the year then ended in accordance with the financial reporting requirements of Part 6 of the Local Government Act 1989 and applicable Australian Accounting Standards.

Basis for I have conducted my audit in accordance with the Audit Act 1994 which incorporates the Opinion Australian Auditing Standards. I further describe my responsibilities under that Act and those standards in the Auditor’s Responsibilities for the Audit of the Financial Report section of my report. My independence is established by the Constitution Act 1975. My staff and I are independent of the council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the financial report in Victoria. My staff and I have also fulfilled our other ethical responsibilities in accordance with the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Councillors’ The Councillors of the council are responsible for the preparation and fair presentation of responsibilities the financial report in accordance with Australian Accounting Standards and the Local for the Government Act 1989, and for such internal control as the Councillors determine is financial necessary to enable the preparation and fair presentation of a financial report that is free report from material misstatement, whether due to fraud or error. In preparing the financial report, the Councillors are responsible for assessing the council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless it is inappropriate to do so.

Auditor’s As required by the Audit Act 1994, my responsibility is to express an opinion on the financial responsibilities report based on the audit. My objectives for the audit are to obtain reasonable assurance for the audit about whether the financial report as a whole is free from material misstatement, whether of the financial due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable report assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report. As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:

• identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. • obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the council’s internal control • evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Councillors • conclude on the appropriateness of the Councillors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the council’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the council to cease to continue as a going concern. • evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation. I communicate with the Councillors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

MELBOURNE Tim Loughnan 11 September 2018 as delegate for the Auditor-General of Victoria

A4760495

Darebin City Council Performance Statement For the Year Ended 30 June 2018

City of DAREBIN

the place to live A4760495

Darebin City Council Performance Statement For the Year Ended 30 June 2018

Description of municipality

The City of Darebin (Darebin) is situated over an area between 5 and 15 kilometres north of Melbourne's Central Business District. This area covers 53 square kilometres of land and stretches from Melbourne's inner northern suburbs of Northcote and Fairfield out to the traditional middle-ring suburbs of Reservoir and Bundoora. Darebin has a population of 158,553 which is projected to increase to 192,142 over the next 20 years. Darebin is home to one of the largest, most diverse communities in Victoria in terms of cultures, languages (148 languages are spoken), religions, socio-economic backgrounds, employment status, occupation and housing needs. Darebin's largest industries include education, training, retail trade, health care and social assistance. A4760495

Darebin City Council Service Performance Indicators For the Year Ended 30 June 2018 •!esult‘.>

Service/indicator/Measure Material Variations Aquatic Facilities Utilisation

Currently two leisure centres operate within the City of Darebin; Northcote Aquatic and Recreation Centre (NARC) which is managed externally by YMCA Victoria, and Reservoir Leisure Centre Utilisation of aquatic facilities (RLC) which is managed in-house. AF6 [Number of visits to aquatic facilities / Municipal 6.3 5.6 5.4 5.3 Both facilities are considered aging assets with a population] Feasibility Study for NARC currently being completed to inform Council of the options moving forward for redevelopment. A feasibility study will occur in 2018-19 to identify options for upgrade and renewal at RLC. Animal Management Health & safety Increased public education with a particular focus Animal management prosecutions on early morning and late evening park patrols has AM4 [Number of successful animal management 11 3 8 3 increased compliance. This has resulted in fewer prosecutions] offences being committed and therefore fewer matters proceeding to court. Food Safety Health & safety Critical and major non-compliance notifications Council achieved a 100% result for the reporting [Number of critical non-compliance notifications and period which is an 8.5% improvement on the result non-compliance notifications about food previous year. The improved is an outcome FS4 major a 98.001 100.0% 92.1% 100.0% of the indicator changing from financial to premises followed up! Number of critical a year a non- calendar year reporting period that aligns with the compliance notifications and major non-compliance requirements of the Department of Health and notifications about food premises] x100 Human Services. Governance Satisfaction Satisfaction with council decisions [Community satisfaction rating out of 100 with how G5 67.8 66.9 65.0 66.7 council has performed in making decisions in the interest of the community] A4760495

Darebin City Council Service Performance Indicators For the Year Ended 30 June 2018 Results

Service/indicator/measure Material Variations Home and Communit, Participation

Participation in HACC service [Number Reporting on HACC ceased on 1 July 2016 due to HC6 of CALD people who receive a HACC service / 22.4% 19.6% N/A N/A the introduction of the Commonwealth Municipal target population for HACC services] x100 Government's NDIS and CHSP programs

Participation in HACC service by CALD people Reporting on HACC ceased on 1 July 2016 due to [Number of CALD people who receive HACC service / HC7 a 21.1% 18.5% N/A N/A the introduction of the Commonwealth Municipal population in relation to CALD people target Government's NDIS and CHSP programs for HACC services) x100 Libraries Participation The number of active library members has Active library members remained steady. Darebin Libraries experienced a significant increase in digital collection loans and LB4 [Number of active library members / Municipal 16.2% 16.0% 15.0% 14.7% , access as well as event attendance demonstrating population] x100 ' our community's appreciation for the changing and expanding focus of library services. Maternal & Child Health Participation Participation in the MCH service Council has implemented reminder system [Number of children who attend the MCH service at a so MC4 75.9% N/A 78.5% 81.4% that all families can be followed up and proactively least once (in the year) / Number of children enrolled in contacted. the MCH service] x100 Council has maintained high participation Participation in the MCH service by Aboriginal children a very amongst Indigenous children by fostering [Number of Aboriginal children who attend the MCH rate MC5 60.5% N/A 91.5% 90.9% relationships with the Victorian Aboriginal Child service at least once (in the year) / Number of Care Agency and the Victorian Aboriginal Health Aboriginal children enrolled in the MCH service]x100 Service. Roads Satisfaction Satisfaction with sealed local roads [Community satisfaction rating out of 100 with how Community satisfaction has decreased slightly R5 693 70.8 704 69.9 very council has performed on the condition of sealed local . . from the previous years score of 70.4. roads] A4760495

Darebin City Council Service Performance Indicators For the Year Ended 30 June 2018 Res tilts

Service/indicatonmeasure Material Variations Statutory Planning Decision making Council planning decisions upheld at VCAT [Number of VCAT decisions that did not set aside The improvement for 2017-18 can be attributed to SP4 council's decision in relation to a planning application 45.3% 60.3% 41.3% 46.1% Councirs ongoing commitment to improving our /Number of VCAT decisions in relation to planning processes and decision making. applications] x100 Waste Collection Waste diversion This is a great improvement on last year's diversion from landfill figure of 47.95%. There was a Kerbside collection waste diverted from landfill decrease of 1362 tonnes of garbage sent to landfill. WC [Weight of recyclables and collected green organics 48.3°k 47.40/0 48.0% 49.1°k a decrease of 600 tonnes of green waste and an 5 from kerbside bins / Weight of garbage, recyclables and increase of 466 tonnes of recyclables collected and green organics collected from kerbside bins] X100 processed. Food waste is a signficant component of waste sent to landfill and a trial is underway for food waste to be diverted to green waste recycling. Defin'tions "Abo iginal child" means a child who is an Aboriginal person "Abo iginal person" has the same meaning as in the Aboriginal Heritage Act 2006 "active library member" means a member of a library who has borrowed a book from the library "annual report" means an annual report prepared by a council under sections 131, 132 and 133 of the Act "CALD" means culturally and linguistically diverse and refers to persons born outside Australia in a country whose national language is not English "class 1 food premises" means food premises, within the meaning of the Food Act 1984, that have been declared as class 1 food premises under section 19C of that Act "class 2 food premises" means food premises, within the meaning of the Food Act 1984 ,that have been declared as class 2 food premises under section 19C of that Act "Community Care Common Standards "means the Community Care Common Standards for the delivery of HACC services, published from time to time by the Commonwealth "critical non-compliance outcome notification" notification received by council under section 19N(3) (4) of the Food Act 1984 advice given means a or , or to council by an authorized officer under that Act, of a deficiency that poses an immediate serious threat to public health "food premises" has the same meaning as in the Food Act 1984 "local road" means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004

"major non-compliance outcome notification" means a notification received by a council under section 19N(3) or (4) of the Food Act 1984, or advice given to council by an authorized officer under that Act, of a deficiency that does not pose an immediate serious threat to public health but may do so if no remedial action is taken "MCH" means the Maternal and Child Health Service provided by a council to support the health and development of children within the municipality from birth until school age "population" means the resident population estimated by council "target population" has the same meaning as in the Agreement entered into for the purposes of the Home and Community Care Act 1985 of the "WorkSafe reportable aquatic facility safety incident" means an incident relating to a council aquatic facility that is required to be notified to the Victorian WorkCover Authority under Part 5 of the Occupational Health and Safety Act 2004. A4760495

Darebin City Council Sustainable Capacity Indicators For the Year Ended 30 June 2018 Result

Indicator/measure Material Variations Population

Expenses per head of municipal population C1 $1,024 $930 $967 $1.013 No material variation from the previous year [Total expenses / Municipal population]

Infrastructure value has increased by $111.8M Infrastructure head of municipal population Increase is mainly due to the revaluation of C2 per $3,827 $4,032 $3,934 $4,552 [Value of infrastructure / Municipal population] property, plant and infrastructure undertaken during the year $102.4M.

Population density per length of road C3 291 296 305 311 No matenal variation from the previous year [Municipal population / Kilometres of local roads]

Own-source revenue

Own-source revenue per head of municipal population C4 $879 $922 $940 $936 No material variation from the previous year [Own-source revenue / Municipal population] Recurrent grants Recurrent grant funding decreased by $1.6M from Recurrent grants head of municipal population Previous impacted by C5 per $123 $94 $117 $104 previous year. year was [Recurrent grants / Municipal population] advance payment of financial assistance grant $2.3M. Disadvantage

The Commonwealth Government calculates an Relative socio-economic disadvantage index of relative socio-economic disadvantage inibich outlines overall of disadvantage C6 [Index of Relative Socio-economic Disadvantage by 5.0 5.0 5.0 7.0 an measure across the municipality. Darebin has risen in the decile] relative ranking indicating a general improvement in economic conditions between 2011-2016. Definitions "adjusted underlying revenue" means total income other than — (a) non-recurrent grants used to fund capital expenditure, and (b) non-monetary asset contributions: and (c) contributions to fund capital expenditure from sources other than those referred to in paragraphs (a) and (b) "infrastructure" means non-current property, plant and equipment excluding land -local road" means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004 "population" means the resident population estimated by council "own-source revenue" means adjusted underlying revenue other than revenue that is not under the control of council (including government grants) "relative socio-economic disadvantage", in relation to a municipality, means the relative socio-economic disadvantage, expressed as a decile for the relevant financial year, of the area in which the municipality is located according to the Index of Relative Socio-Economic Disadvantage (Catalogue 'SEIFA" means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its Internet website A4760495

Darebin City Council Financial Performance Indicators For the Year Ended 30 June 2018 Itc-

Dimension/indicator/measure Material Variations Efficiency Revenue level Average residential rate per residential property assessment El $1,381 $1,448 $1,487 $1,519 $1,572 $1,607 $1,643 $1,680 No material variation from the previous year [Residential rate revenue! Number of residential property assessments] Expenditure level

Expenses property assessment Total expenditure increased by $10.7M from E2 per $2,290 $2.087 $2.175 $2,290 $2:360 $2,423 $2,486 $2,551 [Total expenses / Number of property assessments] previous year.

Workforce turnover Resignations and terminations compared to average staff Terminations and resignation impacted by E3 [Number of staff resignations and 9.8% 5.0% 9.6% 12.0% 9.3% 9.3% 9.3% 9.3% permanent organisational review undertaken in early 2018. terminations / Average number of permanent staff for the financial year] x100 Liquidity Working capital Current liabdities impacted by holding greater trade payables than previous year. Current assets impacted by increased cash and cash equivalents Current assets compared to current liabilities Li 159.5% 226.8% 259.6% 242.0% 193.1% 173.3% 97.5% 98.0% arising mainly from delays in completing the [Current assets / Current liabilities) x100 planned capital works program and receipt of 50% of the 2018/19 Victorian Grants Commission funding. Unrestricted cash Delays in completing the planned capital works Unrestricted cash compared to current liabilities and receipt of the 2018/19 Victorian L2 61.6% 91.5% 116.8% 127.0% 127.1% 100.2% 23.4% 24.1% program [Unrestricted cash / Current liabilities] x100 Grants Commission funding has impacted on , unrestricted cash balances.

5 A4760495

Darebin City Council Financial Performance Indicators For the Year Ended 30 June 2018 Results ;71 Dimension/indicatorlmeasure ' Material Variations Obligations Asset renewal More spending has been incurred on asset renewal projects than in the previous The previous Asset renewal compared to depreciation year. 01 60.3% 66.1% 79.0% 101.6% 104.4% 137.2% 156.1% 144.6% year indicator was impacted by delays in [Asset renewal / Asset depreciation] x100 expenses completing the 2016/17 capital works program particulaiiy renewal type projects. Loans & borrowings Loans and borrowings compared to rates 02 [Interest bearing loans and borrowings / Rate revenue] 0.16% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% No material variation from the previous year x100 Loans and borrowings repayments compared to rates 03 [Interest and principal repayments on interest bearing 0.14% 0.16% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% No material variation from the previous year loans and borrowings / Rate revenue] x100 Indebtedness

Non-current liabilities compared to own source revenue 04 1.1% 1.2% 1.2% 1.3% 1.1% 1.1% 1.1% 1.0% No material variation from the previous year [Non-current liabilities / Own source revenue] x100

Operating Position Adjusted underlying result

Adjusted underlying surplus (or deficit) Adjusted undertying surplus decreased by OP has [Adjusted. underlying surplus (deficit)/ Adjusted (1.9%) 8.0% 8.6% 6.2% 4.0% 5.8% 6.6% 7.4% $3.6M form previous year. Result impacted by 1 underlying revenue] x100 increase in total expenditure.

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Darebin City Council Financial Performance Indicators For the Year Ended 30 June 2018 Results Forecasts

Dimension/indicator/measure 2018 2019 2020 2021 2022 Material Variations Stability Rates concentration

Rates compared to adjusted underlying revenue Si 71.4% 73.9% 72.3% 71.5% 73.8% 72.7% 72.5% 72.2% No material variation from the previous year [Rate revenue /Adjusted underlying revenue] x100 Rates effort Rates compared to property values S2 [Rate revenue / Capital improved value of rateable 0.27% 0.25% 0.26% 0.26% 0.22% 0.22% 0.23% 0.24% No material variation from the previous year properties in the municipality ] x100 Definitions "adjusted underlying revenue" means total income other than— (a) non-recurrent grants used to fund capital expenditure; and (b) non-monetary asset contributions: and (c) contributions to fund capital expenditure from sources other than those referred to in paragraphs (a) and (b) "adjusted underlying surplus (or deficit)" means adjusted underlying revenue less total expenditure "asset renewal expenditure" means expenditure on an existing asset or on replacing an existing asset that returns the service capability of the asset to its original capability "current assets" has the same meaning as in the AAS "current liabilities" has the same meaning as in the MIS "non-current assets" means all assets other than current assets "non-current liabilities" means all liabilities other than current liabilities "non-recurrent grant- means a grant obtained on the condition that it be expended in a specified manner and is not expected to be received again during the period covered by a council's Strategic Resource Plan "own-source revenue" means adjusted underlying revenue other than revenue that is not under the control of council (including government grants "population "means the resident population estimated by council "rate revenue" means revenue from general rates, municipal charges, service rates and service charges "recurrent grant "means a grant other than a non-recurrent grant "residential rates" means revenue from general rates, municipal charges, service rates and service charges levied on residential properties "restricted cash" means cash and cash equivalents, within the meaning of the AAS, that are not available for use other than for a purpose for which it is restricted, and includes cash to be used to fund capital works expenditure from the previous financial year "unrestricted cash" means all cash and cash equivalents other than restricted cash.

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Darebin City Council Other Information For the Year Ended 30 June 2018

Note 1 Basis of Preparation

Council is required to prepare and include a performance statement within its annual report. The performance statement includes the results of the prescribed sustainable capacity, service performance and financial performance indicators and measures together with a description of the municipal district and an explanation of material variations in the results. This statement has been prepared to meet the requirements of the Local Government Act 1989 and Local Government (Planning and Reporting) Regulations 2014.

Where applicable the results in the performance statement have been prepared on accounting bases consistent with those reported in the Financial Statements. The other results are based on information drawn from council information systems or from third parties (e.g. Australian Bureau of Statistics).

The performance statement presents the actual results for the current year and for the prescribed financial performance indicators and measures, the results forecast by the council's strategic resource plan. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variations in the results contained in the performance statement. Council has adopted materiality thresholds relevant to each indicator and measure and explanations have not been provided for variations below the materiality thresholds unless the variance is considered to be material because of its nature.

The forecast figures included in the performance statement are those adopted by council in its strategic resource plan on 22 June 2017 and which forms part of the council plan. The strategic resource plan includes estimates based on key assumptions about the future that were relevant at the time of adoption and aimed at achieving sustainability over the long term. Detailed information on the actual financial results is contained in the General Purpose Financial Statements. The strategic resource plan can be obtained by contacting council.

8 A4760495

Darebin City Council Certification of performance statement For the Year Ended 30 June 2018

In my opinion, the accompanying performance statement has been prepared in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.

7110/X,

AllarVCochrane CPA Principal Accounting Officer

Melbourne 3 September 2018

In our opinion, the accompanying performance statement of the Darebin City Council for the year ended 30 June 2018 presents fairly the results of council's performance in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.

The performance statement contains the relevant performance indicators, measures and results in relation to service performance, financial performance and sustainable capacity.

At the date of signing, we are not aware of any circumstances that would render any particulars in the performance statement to be misleading or inaccurate.

We have been authorised by the council and by the Local Government (Planning and Reporting) Regulations 2014 to certify this performance statement in its final form.

q1AA' Kim Le Cerf Susan Rennie Sue Wilkinson Councillor Councillor Chief Executive Officer

Melbourne 3 September 2018

Independent Auditor’s Report

To the Councillors of Darebin City Council

Opinion I have audited the accompanying performance statement of Darebin City Council (the council) which comprises the:

• description of municipality for the year ended 30 June 2018 • sustainable capacity indicators for the year ended 30 June 2018 • service performance indicators for the year ended 30 June 2018 • financial performance indicators for the year ended 30 June 2018 • other information and • the certification of performance statement. In my opinion, the performance statement of Darebin City Council in respect of the year ended 30 June 2018 presents fairly, in all material respects, in accordance with the performance reporting requirements of Part 6 of the Local Government Act 1989.

Basis for Opinion I have conducted my audit in accordance with the Audit Act 1994 which incorporates the Australian Standards on Assurance Engagements. I further describe my responsibilities under that Act and those standards in the Auditor’s Responsibilities for the Audit of the performance statement section of my report. My independence is established by the Constitution Act 1975. I and my staff are independent of the council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the performance statement in Victoria and have also fulfilled our other ethical responsibilities in accordance with the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Councillors' The Councillors are responsible for the preparation and fair presentation of responsibilities for the the performance statement in accordance with the performance reporting performance requirements of the Local Government Act 1989 and for such internal control statement as the Councillors determines is necessary to enable the preparation and fair presentation of the statement of performance that is free from material misstatement, whether due to fraud or error.

Auditor’s As required by the Audit Act 1994, my responsibility is to express an opinion responsibilities for the on the performance statement based on the audit. My objectives for the audit audit of the are to obtain reasonable assurance about whether the performance performance statement as a whole is free from material misstatement, whether due to statement fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Standards on Assurance Engagements will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the decisions of users taken on the basis of this performance statement. As part of an audit in accordance with the Australian Standards on Assurance Engagements, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:

• identify and assess the risks of material misstatement of performance statement, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. • obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the council’s internal control • evaluate the overall presentation, structure and content of the performance statement, including the disclosures, and whether performance statement represents the underlying events and results in a manner that achieves fair presentation. I communicate with the Councillors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

MELBOURNE Tim Loughnan 11 September 2018 as delegate for the Auditor-General of Victoria

Glossary of financial terms Term Definition Accrual accounting System of accounting where items are brought to account and included in the financial statements as they are earned or incurred, rather than as they are received or paid. Accumulated surplus The value of all net assets accumulated over time. AIFRS Australian equivalents to International Financial Reporting Standards. Assets Future economic benefits controlled by Council as a result of past transactions or other past events. Bad and doubtful debts Bad debts written off and the movement in the bad debt provision for expenditure infringement debtors and sundry debtors. Balance sheet A quantitative summary of Council’s financial position at 30 June, including assets, liabilities and net equity. Cash and cash Cash and investments readily convertible to cash, including cash on hand, cash equivalents assets held in the bank, deposits at call and highly liquid investments. Contributions income Contributions received by Council are received for the purpose of providing and improving public open space, provision/improvement of the drainage system and in relation to specific projects. Current assets Assets where Council expects to receive the future economic benefit within the next 12 months. Current liabilities Liabilities where Council expects to fulfil its obligation within the next 12 months and Council does not have an unconditional right to defer settlement of the liability for at least 12 months after the reporting date. Depreciation and An expense that recognises the value of a fixed asset consumed over time. amortisation expenditure Employee Costs Relates to wages and salaries, casual staff payments, annual leave, long service leave, superannuation, fringe benefits tax, WorkCover and redundancy payments. Equity The residual interest in Council assets after its liabilities are deducted, which is made up of accumulated surplus and reserves. Total equity is also equal to net assets. Expense An outgoing payment made by Council. Finance costs Interest paid on borrowings. Financial Assets Cash held in term deposits. Fixed assets See property, infrastructure, plant and equipment assets. Grants – non-recurrent Grant income received for a ‘one off’ specific purpose, generally for a particular income project. Grants – recurrent Grant income received on a regular basis (i.e. quarterly, annually) and granted income to Council by another entity for specific or general purposes. Comprehensive Income A financial statement highlighting the accounting surplus or deficit of Council. It Statement provides an indication of whether Council has sufficient revenue to meet expenses in the current year, including non-cash costs such as depreciation and amortisation expenditure. It also includes other comprehensive income items including net asset revaluation increments (decrements) and a share of other comprehensive income of associates and joint ventures accounted for by the equity method to arrive at a ‘comprehensive result’. The comprehensive result equates to the movement in net assets or total equity from the prior year. Intangible assets Non-current assets held by Council that are not material assets (such as computer software and licences). Interest and investment Includes interest earned on all cash and investment balances, interest earned on income rates and unrealised gains on managed fund investments. Interest bearing loans Council’s borrowings. and borrowings Inventories Includes fuel and consumables located at Council’s depot and recreation centres. Investment property Land or buildings held to earn rentals or for capital appreciation or both, rather assets than for providing services or for administrative purposes.

172 Term Definition Investments in associates Council’s share of the carrying value of its investment in its joint venture accounted for using the partnerships. equity method Liabilities Future sacrifices of economic benefits that Council is presently obliged to make to other entities as a result of past transactions or other past events. Materials and services Expenditure incurred in relation to contract payments and trade services, expenditure building maintenance, general maintenance, plant and equipment maintenance, utilities, consultants, office and administration, insurance, registration and the Metropolitan Fire Brigade levy, financial and legal costs and information technology costs. Movement in equity for The net movement in the net surplus (deficit) and asset revaluation increments the period (decrements). This is also equal to the change in net assets. Net asset revaluation This represents the increase (decrease) between the old valuation and new increment (decrement) valuation of property and infrastructure asset classes, which were re-valued during the year. Net assets The difference between total assets and total liabilities, which represents Council’s net worth. Net assets are also equal to total equity. Net gain (loss) on The net of income received in relation to the sale of assets and the carrying disposal of property, amount of assets sold, replaced or disposed of during the year. plant and equipment, infrastructure Non-current assets Assets where the future economic benefit is not expected to be received within the next 12 months or where the asset is restricted from being exchanged or used to settle a liability for at least 12 months after the reporting date. Non-current assets Non-current assets that Council intends to sell within the next 12 months. classified as held for sale Non-current liabilities Liabilities where the obligation is not expected to be fulfilled within the next 12 months or where Council has a right to defer settlement of the liability for at least 12 months after the reporting date. Other expenses Includes auditors’ remuneration, Councillors’ allowances, operating lease rentals, impairment losses, community grants and contributions, training and professional development expenditure, contract settlement expenditure and expenditure incurred in relation to special rate schemes. Other revenue income Income received from investment property rental, other rental income, net assets recognised in new entity, waste management, craft markets, local laws and animal management, National Competition Policy dividend, product sales, right-of-way sales, town halls, transport and other sources. Infringement Court Refers to Penalty Enforcement by Registration of Infringement Notice – a system established under Schedule 7 of the Magistrates Court Act 1989 (Vic) to deal with unpaid fines. Prepaid income Income received by Council in advance of services being performed. This includes prepaid gym memberships at Council’s recreation centres. Prepayments Payments made by Council in advance of receiving the goods or services. Property, infrastructure, Often referred to as fixed assets. This is the largest component of Council’s asset plant and equipment base or worth and represents the value of all land, buildings, roads, footpaths, assets drains, bridges, vehicles, plant and equipment and so on that are recorded on Council’s asset register. Provisions Includes accrued long service leave, annual leave and rostered days off owing to employees at the reporting date. Rate and charges income Income received from ratepayers in relation to general rates, garbage rates and special rate schemes. Reserves Includes the asset revaluation reserve and the drainage contributions reserve. The asset revaluation reserve includes the net revaluation increments and decrements arising from revaluing fixed assets in accordance with AASB 1041 ‘Revaluation of Non-Current Assets’. The drainage contributions reserve includes non-refundable contributions sought from developers to upgrade drainage as a result of development in the municipality. Revenue Revenue is the amount of money that Council actually receives from its activities, mostly from rates and services provided to customers and ratepayers. 173 Term Definition Right-of-way Former laneway no longer required for access to surrounding properties. Share of net profits Council’s share of the net profit/loss recognised in its joint venture partnerships. (losses) of associates and joint ventures accounted for by the equity method Statutory fees and fines Includes parking infringements and costs, infringement court recoveries, town income planning fees, land information certificates and trader parking and street furniture permits. Surplus (deficit) Represents the difference between total revenues, expenses, net gain (loss) on disposal of property, plant and equipment, infrastructure and share of net profits (losses) of associates and joint ventures accounted for by the equity method. Trade and other payables Monies owed by Council to other entities/individuals. Trade and other Monies owed to Council by ratepayers and other parties less provisions for receivables doubtful debts. Trust funds and deposits Monies received by Council for a specific purpose, which are to be refunded upon a specific event occurring (e.g. Council assets are not damaged). If that specific event does not occur, Council is entitled to recognise these monies as income. Underlying operating Represents the surplus/(deficit) after adjusting for capital contributions surplus/(deficit) including donated assets, the timing differences of grant funding and once-off items, such as superannuation funding calls. User fees Income received by Council from a variety of fees and charges such as aged and health services fees, animal and local law fines and registrations, building permits and other charges, child care/children’s program fees, debt collection recovery charges, election fines, parking meter fees, ticket machine fees, leisure centre and recreation fees, library fines and other charges and tow-away charges.

174

Global Reporting Initiative (GRI) Index The Global Reporting Initiative (GRI) enables organisations to measure and understand their impacts on the environment, society and the economy. The guidelines form the basis of globally recognised sustainability reporting.

This report contains Standard Disclosures from the Global Reporting Initiative (GRI) G4 Sustainability Reporting Guidelines. While we are not yet fully compliant with all of the guidelines, the Index below lists the location of the indicators we discussed within the Annual Report. The new GRI Standards will be applied to the 2018–19 Annual Report.

STANDARD DISCLOSURES SECTION/ COMMENT Strategy and analysis G4‐1 Statement from Council’s most senior decision‐maker Mayor and CEO Messages G4‐2 Description of key impacts, risks and opportunities Throughout the report Organisational profile G4‐3 Name of the organisation Darebin City Council G4‐4 Primary brands, products and/or services Throughout the report G4‐5 Location of head office Inside back cover G4‐6 Areas in which Council operates Our Council G4‐7 Nature of ownership and legal form Our Council G4‐8 Sectors served Ward map, Our Council, Our Stakeholders G4‐9 Scale of Council Our Council, Financial Overview G4‐10 Size and compilation of workforce Workplace Report G4‐11 Percentage of employees covered by collective All staff (excluding senior bargaining agreements officers) are covered by Local Area Workplace Agreements G4‐13 Significant changes of size, structure, ownership or supply Organisation Structure, chain Workplace Report Organisational profile: commitments to external initiatives G4‐15 Externally developed economic, environmental and social Throughout the report charters, principles or other initiatives to which the organisation subscribes or endorses. G4‐16 Memberships in associations and/or Throughout the report national/international advocacy organisations in which the organisation: has positions in governance bodies; participates in projects or committees; provides substantive funding beyond routine membership dues; or views membership as strategic. Identified material aspects and boundaries G4‐17 Organisational entities Our People, Organisation Structure, Operational and Financial Reports G4‐18 Process for defining report content Reporting framework

175 STANDARD DISCLOSURES SECTION/ COMMENT G4‐20 & G4‐21 Boundary of the report. Specific limitations on the Our Council, Welcome to the scope or boundary of the report. Basis for reporting on joint Annual Report, Financial and ventures, subsidiaries, leased facilities, outsourced operations Standard Statements and other entities that can significantly affect comparability from period to period and/or between organisations. Stakeholder engagement G4‐24 List of stakeholder groups engaged by the organisation. Our Stakeholders G4‐25 Basis for identification and selection of stakeholders with Throughout the report whom to engage. G4‐26 Approaches to stakeholder engagement, including frequency Our Stakeholders of engagement by type and by stakeholder group. G4‐27 Key topics and concerns that have been raised through Throughout the report, Consultation stakeholder engagement, and how the organisation has responded & Engagement to those key topics Summary and concerns, including through its reporting. Report profile

G4‐28 Reporting period for information provided Front cover, throughout the report G4‐29 Date of most recent previous report Annual Report 2016–17

G4‐30 Reporting cycle Financial year

G4‐31 Contact point for questions Inside back cover, website references Report profile: GRI index

G4‐32 Table identifying the location of the standard disclosures in GRI index the report. Report profile: Assurance

G4‐33 Policy and current practice regarding seeking external Audit Reports, Governance and assurance Corporate Information for the report. Governance

G4‐34 & G4‐38 Governance structure of the organisation, including Our Council, Governance and committees under the highest governance body responsible for Corporate Information specific tasks, such as setting strategy or organisational oversight. G4‐39 Indicate whether the Chair of the highest governance body is The Mayor is not an executive also officer an executive officer. G4‐40 Process for determining the composition, qualifications and The Local Government Act 1989, expertise of the members of the highest governance body and its Committee Charters committees, including any consideration of gender and other indicators of diversity.

176 STANDARD DISCLOSURES SECTION/ COMMENT G4‐41 Processes in place for the highest governance body to ensure Governance and Corporate conflicts of interest are avoided. Information G4‐45 & G4‐47 Procedures of the highest governance body for Our Council, Workplace Report, overseeing the organisation’s identification and management of Governance and Corporate economic, environmental and social performance, including Information relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct and principles. G4‐51 Linkage between compensation for members of the highest Compensation for all executive governance body, senior managers and executives (including team members is linked to their departure arrangements), and the organisation's performance performance against objectives (including social and environmental performance). agreed with Council or the Chief Executive Officer Ethics and integrity

G4‐56 Internally developed statements of mission or values, codes Introduction, throughout the report of conduct, and principles relevant to economic, environmental and social performance, and the status of their implementation. SPECIFIC STANDARD DISCLOSURES SECTION/ COMMENT

Economic

G4‐EC1 Direct economic value generated and distributed, including Financial Report revenues, operating costs, employee compensation, donations and other community investments, retained earnings and payments to capital providers and governments. G4‐EC3 Coverage of the organisation’s defined benefit plan Financial Report obligations. G4‐EC4 Significant financial assistance received from government. Financial Report, Major Projects Environmental

G4‐EN6 Energy saved due to conservation and efficiency Environmental Report improvements. G4‐EN15 & G4‐EN16 Total direct and indirect greenhouse gas Environmental Report emissions by weight. G4‐EN19 Initiatives to reduce greenhouse gas emissions and Environmental Report, reductions Performance Report achieved. G4‐EN23 Total weight of waste by type and disposal method. Environmental Report, Performance Report G4‐EN27 Initiatives to mitigate environmental impacts of products Environmental Report, and Performance Report services, and the extent of impact mitigation. G4‐EN29 Monetary value of significant fines and total number of No fines or sanctions were received non‐ monetary sanctions for noncompliance with environmental laws and regulations. Social

177 STANDARD DISCLOSURES SECTION/ COMMENT G4‐LA10 Programs for skills management and lifelong learning that Workplace Report support the continued employability of employees and assist them in managing career endings. G4‐LA12 Composition of governance bodies and breakdown of Workplace Report employees per employee category according to gender, age group, minority group membership and other indicators of diversity. G4‐SO8 Monetary value of significant fines and total number of non‐ Financial statements monetary sanctions for noncompliance with laws and regulations.

178 Contact us

Performance Support Unit Po Box 91, Preston Victoria 3072 274 Gower Street, Preston Victoria

Telephone: 8470 8888 Facsimile: 8470 8877 After hours: 8470 8889 [email protected]. gov.au ABN 75 815 980 522

Feedback details We would love to hear your feedback about this report. Comments, concerns or suggestions should be addressed to the Performance Support Unit.

Council Customer Service

Centres Preston Customer

Service Centre Darebin Civic Centre 274 Gower Street, Preston Hours: 8:30am – 5:00pm Monday to Friday

Northcote Customer Service Centre Northcote Library Complex 32–38 Separation Street, Northcote Hours: 8:30am – 5:00pm Monday to Friday

Reservoir Customer Service Centre Reservoir Community and Learning Centre 23 Edwardes Street, Reservoir Hours: 10:00am – 5:00pm Monday to Friday

179 This report contains a summary of the performance of Darebin City Council over the 2017–18 financial year. If you would like a section of this report translated please call our Multilingual Telephone Line (03) 8470 8470.

Arabic نﻣ ءزﺟ ﺔﻣﺟرﺗ ﻰﻠﻋ لوﺻﺣﻟا ﻲﻓ بﻏرﺗ تﻧﻛ اذإ 2017/2018. ﺔﯾﻟﺎﻣﻟا ﺔﻧﺳﻟا لﻼﺧ Darebin ﺔﻧﯾدﻣ سﻠﺟﻣ ءادﻷ ﺎﺻﺧﻠﻣ رﯾرﻘﺗﻟا اذھ نﻣﺿﺗﯾ مﻗرﻟا ﻰﻠﻋ ﺎﻧﺑ صﺎﺧﻟا تﺎﻐﻠﻟا ددﻌﺗﻣ فﺗﺎﮭﻟا طﺧﺑ لﺎﺻﺗﻻا ﻰﺟرﯾ رﯾرﻘﺗﻟا اذھ .(03) 8470 8470

Chinese 本报告包含戴瑞宾市议会2017–18财政年度的绩效概要。如果您希望本报告的任一部分翻译成中文，请致电我们的多语种专线（03）8470 8470。

Greek Η έκθεση αυτή περιέχει μια περίληψη των επιδόσεων του Δήμου Darebin κατά το οικονομικό έτος 2017– 18. Αν θέλετε να μεταφραστεί ένα απόσπασμα της παρούσας έκθεσης, παρακαλούμε καλέστε την Πολύγλωσση Τηλεφωνική μας Γραμμή στο (03) 8470 8470.

Hindi इस ि◌रपोटर् म 2017–18 ि◌व ◌ीय वषर् के ि◌लए डय�रबन ि◌सटी काउं ि◌सल के �दशन का सारांश ि◌दया गया है. अगर आप इस ि◌रपोटर् के ि◌कसी भाग का अनुवाद करवाना चाहते ह तो हमारी ब�भाषी टेलीफ़ोन लाइन (03) 8470 8470 पर कॉल कर .

Italian Questa relazione contiene un riassunto dell’operato del comune di Darebin City nell’anno finanziario 2017–18. Se desiderate parte di questa relazione tradotta chiamate la Linea Telefonica Multilingue al numero (03) 8470 8470.

Macedonian Овој извештај содржи преглед на работењето на Општинскиот совет на Даребин во текот на 2017–18 финансиска година. Ако сакате дел од овој извештај да ви се преведе ве молиме јавете се на нашата Повеќејазична телефонска линија (03) 8470 8470.

Somali Warbixintan waxaa ku jira soo‐koobidda waxqabadka Guddiga Degmada Darebin ee sanad maaliyadeedkii 2017–18. Haddii aad jeclaan lahayd in qayb ka mid ah warbixintaan la tarjumo fadlan wac Khadkayaga Telefoonka Luqadaha‐Badan (03) 8470 8470.

Vietnamese Báo cáo này có phần tóm tắt hiệu năng của Hội đồng Thành phố Darebin trong năm tài chính 2017–18. Nếu quý vị muốn đoạn nào trong báo cáo này được dịch ra cho mình, xin quý vị gọi điện thoại cho đường dây đa ngữ của chúng tôi qua số (03) 8470 8470.

i All figures from ABS 2016 Census

180